Successfully on-boarding and enabling new channel partners is the keystone to most channel partner programs. The management of new channel partners demands a systematic process of education and supports that position them to win with a new manufacturing (or software) company. Yet surprisingly few manufacturers have channel partner on-boarding and enablement programs that could be said to meet best practice. In this article we explore some of the most critical aspects of channel partner enablement and on-boarding, a key element of the channel management process.
Having a systematic on-boarding process for new partners is critically important because it is essentially the “on-ramp” to success for new partners. According to research by RelayWare, channel partners who are well nurtured in the beginning of their process with a manufacturer stay longer with that manufacturer and also deliver higher performance. As most channel partners work with multiple manufactures (both complementary and competing), providing a positive early enablement process helps a manufacturer win more mindshare and loyalty from the channel partner which logically leads to greater success for the partnership.
Successful on-boarding and enablement programs typically have a formal structure and process involving 30, 60 and 90 day goals for partners. These goals usually relate to training achievements as well as simple administrative tasks, such as ensuring the channel partner has the necessary access to relevant systems. Best practice suggests that a single sign-on system is used for partners so that they do not have to sign into disparate systems every time they need to complete a task. For example, the same username and password should allow the partner access to the partner portal, the partner marketing portal, partner training portal and so on.
The lack of structure behind many channel partner on-boarding processes is surprising given that so many elements of it may be automated. For example, automated learning emails can be used according to a pre-determined schedule that systematically leads the channel partner through the process. Partners may also opt to set the pace themselves, so that a certain amount of automation and customization may be integrated to optimize the process for each individual partner without significant additional resourcing from the manufacturer. Similarly, online channel management training modules and videos may be made available to use by channel partners on a self-paced basis. All of these activities can simply be built once and then rolled out to all partners on an ongoing basis.
The channel management team at the manufacturing company should also have a checklist for partner on-boarding. This checklist should include items such as:
Contracts: What is the process to jointly review, revise and execute contracts with channel partners?
Conflict: What is the process for managing conflict when it arises? This may be between partners, or between the direct sales team and channel partners.
Credit: What is the process for reviewing and approving credit for channel partners?
Success: How is success measured and how is it rewarded?
Planning: What is the process to prepare for things like joint business planning, joint marketing planning, training and customer support? Who has responsibility and ultimate accountability?
The overall success of a channel partner program often comes down to what happens at the very initial stages of a new partnership during the partner enablement phase. Putting a well-structured program and systems in place will pay dividends in the long run.
