Tuesday, July 20, 2004
Issue: Manage Reps to Manage Channel Image
We all know how much a rep can do to connect with a customer, explain product relevance and drive a sale. The flexibility provided by human interaction can do so much that static print media and web sites cannot. Yet if reps are not managed correctly, that same flexibility can damage sales.
In fact, we often look at the effectiveness of reps as a leading indicator of a company's entire channel effort. Regardless of what is offered on paper, if the rep is not engaging with current and prospective customers in a value-added fashion, they are doing more harm than good. And in the channel, value-add means connecting on a business level; knowing what is important to the channel provider and connecting program and product benefits explicitly to the providers business.
This is not some vague, academic exercise. Provider's business needs are specific and measurable. Whether it is launching a product, opening a store, eliminating unproductive support hours or delivering on an SLA (Service Level Agreement), the providers profitability and future business all hinge on the components in a solution. Additionally, if the provider does not feel that his efforts or business is respected, why should they include any specific product in their solution.
What is the gap between what you have tasked your reps with and how they are perceived in the market? After all, it is more important what your customers think they get from a rep than what you think you are delivering.
Scott Karren, The Channel Pro
0 comments
We all know how much a rep can do to connect with a customer, explain product relevance and drive a sale. The flexibility provided by human interaction can do so much that static print media and web sites cannot. Yet if reps are not managed correctly, that same flexibility can damage sales.
In fact, we often look at the effectiveness of reps as a leading indicator of a company's entire channel effort. Regardless of what is offered on paper, if the rep is not engaging with current and prospective customers in a value-added fashion, they are doing more harm than good. And in the channel, value-add means connecting on a business level; knowing what is important to the channel provider and connecting program and product benefits explicitly to the providers business.
This is not some vague, academic exercise. Provider's business needs are specific and measurable. Whether it is launching a product, opening a store, eliminating unproductive support hours or delivering on an SLA (Service Level Agreement), the providers profitability and future business all hinge on the components in a solution. Additionally, if the provider does not feel that his efforts or business is respected, why should they include any specific product in their solution.
What is the gap between what you have tasked your reps with and how they are perceived in the market? After all, it is more important what your customers think they get from a rep than what you think you are delivering.
Scott Karren, The Channel Pro
0 comments
Comments:
Post a Comment
