Friday, January 30, 2004
STRATEGY: Leveraging Web Tools and Services to Improve Account Coverage
As I drove back to the airport in Sacramento yesterday, I had an interesting discussion with Bill Weir, Channel Ventures' VP of Technology and managing partner of Light and Motion, about the opportunity for increasing account intimacy by taking advantage of a growing set of web tools and conversationsl marketing techniques. One thing that struck us was that regardless of the software or tool used, companies needed active, outside facilitation to succeed. Many great tools exist, but the expert is what makes the tool useful. More important than the tool is the strategy and tactics you choose when designing the web experience you want for your channel and customers. Below are three specific areas to consider when implementing your channel internet initiatives.
Internet Account Coverage Model. I see three phases for implementing a strong web presence with the channnel. CRM for web administration, web interaction for mindshare, and Reps for business development. While ther is overlap, each has a specific role in the CP's (Channel Professional's) strategic converage model:
Many companies are starting to use CRM to administer their channel programs. Several I have talked to even have strategic initiatives to implement a solution in 04. Beyond the ability to track POS for each channel member, regardless of source, CRM tools put account history and profile information in an accessable database. Further CRM will allow the account to more easily conduct many of the administrateve tasks such as co-op paymets, certifications, RMAs, shipping and support that currently burn up much of the field's time.
Channels have become too impersonal. The problem is rampant in managed accounts, but acute in the broad channels. I call it The Channel Paradox: Account intimacy is required to engage providers successfully but automated account breadth is required for market coverage. Major vendors have world wide programs with over 100K menbers. Is it any wonder that people feel neglected. You cannot have a deep meaningful relationship with a program or a department. New web tools such as blogs and social networking offer the promise to resolve The Channel Paradox by putting people back in contact with people. But only if the right strategy and planing are developed. A few companies, such as Microsoft, are pioneering the use of conversational marketing. (Check out The Scobleiser Weblog for an example.) However this seems to be a bottom-up approach versus a top-down directive. Microsft, with its 'Math Club Culture' may succeed with this approach, but most vendors will succed only if executives embrace Channel Ventures' Internet Account Converage Model.
Managed accounts are not empowered. Too often the programs, support, and field coverage are reactive. Instead of developing new opportunities and growing tomorrow's market, the majority of resources are spent maintaining legacy committments and internal constituantcies. Web tools can help build a channel into an orgnaized, disciplined community instead of a mob or gathering. Furthermore the same tools can extend the coverage to a much wider group of channel providers than can be managed under traditional field sales models. A strong web strategy is the key to making the field more productive and the program more meaningful.
Scott Karren, The Channel Pro
As I drove back to the airport in Sacramento yesterday, I had an interesting discussion with Bill Weir, Channel Ventures' VP of Technology and managing partner of Light and Motion, about the opportunity for increasing account intimacy by taking advantage of a growing set of web tools and conversationsl marketing techniques. One thing that struck us was that regardless of the software or tool used, companies needed active, outside facilitation to succeed. Many great tools exist, but the expert is what makes the tool useful. More important than the tool is the strategy and tactics you choose when designing the web experience you want for your channel and customers. Below are three specific areas to consider when implementing your channel internet initiatives.
Internet Account Coverage Model. I see three phases for implementing a strong web presence with the channnel. CRM for web administration, web interaction for mindshare, and Reps for business development. While ther is overlap, each has a specific role in the CP's (Channel Professional's) strategic converage model:
Many companies are starting to use CRM to administer their channel programs. Several I have talked to even have strategic initiatives to implement a solution in 04. Beyond the ability to track POS for each channel member, regardless of source, CRM tools put account history and profile information in an accessable database. Further CRM will allow the account to more easily conduct many of the administrateve tasks such as co-op paymets, certifications, RMAs, shipping and support that currently burn up much of the field's time.
Channels have become too impersonal. The problem is rampant in managed accounts, but acute in the broad channels. I call it The Channel Paradox: Account intimacy is required to engage providers successfully but automated account breadth is required for market coverage. Major vendors have world wide programs with over 100K menbers. Is it any wonder that people feel neglected. You cannot have a deep meaningful relationship with a program or a department. New web tools such as blogs and social networking offer the promise to resolve The Channel Paradox by putting people back in contact with people. But only if the right strategy and planing are developed. A few companies, such as Microsoft, are pioneering the use of conversational marketing. (Check out The Scobleiser Weblog for an example.) However this seems to be a bottom-up approach versus a top-down directive. Microsft, with its 'Math Club Culture' may succeed with this approach, but most vendors will succed only if executives embrace Channel Ventures' Internet Account Converage Model.
Managed accounts are not empowered. Too often the programs, support, and field coverage are reactive. Instead of developing new opportunities and growing tomorrow's market, the majority of resources are spent maintaining legacy committments and internal constituantcies. Web tools can help build a channel into an orgnaized, disciplined community instead of a mob or gathering. Furthermore the same tools can extend the coverage to a much wider group of channel providers than can be managed under traditional field sales models. A strong web strategy is the key to making the field more productive and the program more meaningful.
Scott Karren, The Channel Pro
