The insights from the partner program were extremely helpful for planning our indirect channel strategy. The findings gave us a realistic assessment of where we are vis-a-vis our competition. Impressive!
A leading B2B telecom company struggled to grow their topline through indirect channel sales despite a well-recognized brand and a strong sales team. The client tried their hand at multiple partner initiatives but couldn’t generate enough interest in the market. What’s more, their understanding of end segments was limited, and they were grappling with new technology innovations such as IoT and cloud-based solutions. The bottom line, they needed partners to stay competitive.
We set out to design a global partner scouting program to feed into their channel strategy. First, we listened to internal client stakeholders to understand the potential areas where external partners can be leveraged. We then went deep into the global and local partner programs of competitors and best-in-class players. By evaluating programs vis-a-vis solutions offered by the client, we built a custom program that included a) key roles and responsibilities of partners and operating protocols, at various compensation levels, b) recommended business models of engagement, in terms of Sell-to and Sell-with and c) a comprehensive action plan and GTM strategy to recruit, incentivize, retain, and measure outcomes for the program. Once finalized, Escalent developed a comprehensive scouting model to recruit the right partners by each focus vertical across regions.
Partners multiplied and the program expanded. Engagement grew from a small group of partners into a much larger partner pool, expanding the program from zero to 100 channel partners covering multiple countries. The success of the APAC channel program initiative resulted in the extension of the program redesign to the US and Western European markets.