Years of experience in any business always results in a more nuanced understanding of commonly used phrases or “positioning” statements. In the technology business we’re used to hearing Channel teams in larger companies say “bring us a deal and we’ll talk” when they’re approached by smaller firms looking to expand their reach. On the surface this makes sense; let’s make sure there is real business before we commit time and resources, but there’s usually more going on that emerging growth companies should take into consideration. Two of the most common sub texts which slow you down are:
· Channel staff in larger companies often have limited influence, at least initially, with the sales teams you’re trying to engage with. The easiest way from them to get the attention of their own sales team, who are focused on the quarter, is to deliver a deal.
· Your value proposition doesn’t resonate with your potential Channel Partner and how they relate to their end user’s and prospects so you’re a low priority.
The one off, bring us a deal approach; even if you bring one, doesn’t guarantee you can scale the success into a repeatable model that fits how your partner does business.
A “bring us a deal dynamic” can also exist at smaller companies. An executive of one of our recent clients was proud that, several years earlier a prestigious global consulting firm, brought the company into a large deal. The success wasn’t ever duplicated because there was no consideration at the time of building a repeatable Partner initiative based on a collaborative view of the market. The deal was great for the quarter’s performance but a significant opportunity was lost.
Potentially transformative deals are always incredibly important. Emerging growth companies who have a good understanding of how Channel Development fits their overall Go to Market approach enables you and your potential partner to turn that deal; regardless of who brought it, into the beginning of a sustainable and profitable relationship.