Plan a partner strategy with method and concept

A partner strategy based on product, market and corporate strategy that leads to an integrated concept and a uniform method sets the guidelines for the later successful implementation phase of the partner strategy – this can only be successful if the concept has been worked out thoroughly and holistically. It is therefore crucial to see concept development not only as an obligatory task for implementation, but as a practice-oriented strategy that combines existing and new insights for all involved actors in partner management, marketing, sales and service.

It is relevant that the concept fits seamlessly into the existing channel partner landscape and company organisation and complements them in a meaningful way. A look at strategies and measures already tested in practice and successful channel projects in distribution can certainly help. Thus, the advantages are to formulate the partner concept in a lean, efficient way with a view to implementation on the ground and to prepare the roll-out efficiently.

Finally, the partner concept is always a medium of communication with existing actors in partner management and target groups. The following sections provide methodological and practical advice for a general approach to partner lifecycle management and the development of the energetic partner concept in line with the company’s integrated partner development goals.

Identify partners with targeted segmentation and market analysis

Identifying partner segments and defining requirements including partner personas should be done in detail on the basis of a market analysis before companies enter new markets or start introducing a new channel strategy. Especially in markets that are not very transparent, the precise collection and sound evaluation of partner information, product and market data is a basic prerequisite for successfully setting a strategic course.

Our experience shows that conducting a market analysis is unfortunately not a matter of course. Especially in the B2B channel environment, many companies make key decisions without a clear picture of partner structures, channel requirements, the competitive situation or entry and onboarding barriers. However, strategically important questions should not be left to gut feeling, but should be based on a comprehensive market analysis.

Select and qualify partners through a targeted check-up
A well-structured partner qualification journey will increase your success in partner recruitment and help you to increase your business success. But how can you evaluate your partners, how do you determine a partner classification for qualification? Because not every partner has the same value for you. With existing partner management, you have been working with your partner for years, others have only recently joined.

With new partners, the question is what kind of orientation and potential a partner has. The best way to find out is through various key questions and evaluation criteria that have been previously defined in your partner qualification strategy.

The following qualification parameters horizontally, vertically and statically have proven to be particularly interesting for partner business: Sales potential and market share, business focus share to the company, regional and strategic importance to the company, technical competence and equipment, customer focus and sales penetration, marketing activity and quality of cooperation. From these qualification parameters you can define and derive a partner status (score).

By means of the partner evaluation – the so-called scoring – according to this key, all sales partners can be assigned to the quality segments to be defined on the basis of their total points and a partner segment structure can be defined for concrete approaches and for promotion measures.

Based on this positioning in a segment and after looking at the partner scoring, you can then work out special support and development measures for the partners to further improve the segment structure with marketing. Thus, sales focuses on specific target partners to develop them into a higher segment, because sales partners need to be specifically looked after and built up.

Winning partners for the company with channel marketing and sales activities

Practice usually shows that during partner qualification and reactivation of existing partners in the distribution channel, the realisation is gained that additional growth potential can only be developed through targeted marketing and partner business development with further measures.

Of course, you can use channel management for this purpose, thereby reactivating the partner or winning a new desired partner. But sales practice also shows here that the partner manager should concentrate on the existing successful partner landscape and the sales responsibility of the channel management in the current business year. A two-stage partner business development can remedy this and lead to successful onboarding.

Several online marketing and sales activities are necessary to reach all responsible persons within the partner company and at contact level to win over a partner. The activities via partner management must therefore be additionally accompanied by a good digital marketing and content strategy that transports the value of the partner programme as a message in the various communication channels in a targeted and value-oriented manner. This will make the key contacts aware of your company and accessible to the partner service offer your company provides.

Supporting partner onboarding through a smooth service process

Partner onboarding is the process of collecting, validating and consolidating the data and documentation you need to integrate an external partner into your existing enterprise data ecosystem and begin a business relationship with a partner. A properly implemented process can support to streamline partner management and competently conduct business with that partner company.

An effective way of sharing information and communicating should be in place for both parties to ensure time-sensitive collaboration and seamless administration of interrelated tasks and projects.

A solid process for B2B partner onboarding helps by ensuring that all partners meet your quality standards and can actively participate in the sales process immediately in a smooth integration.

Business operation and transparent monitoring of partner development

A well thought-out partner management concept (national as well as international) provides the strategy, methodology, services and tools to effectively support the work of the individual partner managers in partner support.

This includes tools, methods and support for the joint development of a partner model, a strategy concept, a recruiting programme, a marketing programme, a partner and customer strategy, templates for partner contracts (service, licence and maintenance) and a business plan with OKR and KPI analyses and monitoring tools, tailored to the respective partner categories and partner levels.

In order to automate a well thought-out partner journey in its entirety and a continuous touchpoint management up to the conclusion of the contract, marketing automation systems or a partner relation management system can help in this process. This automation of the partner process helps the company to make important key figures on the success or failure of partner acquisition activities and the entire partner lifecycle transparent and to initiate corresponding measures for improvement.

An investment in strategic and standardised partner management at eye level and targeted training will positively change your company’s cost structure and result in a sustainable increase in new customer business.