Channel Partner Manager Qualities.
The topsy-turvy responsibility of a channel partner manager is one ingrained with trails, tribulations, and triumphs. The combination of today’s ever-increasing competitive marketplace and consistent modifications in consumer demand, coupled with the growing need for manufacturers to utilize channels to facilitate revenue, requires channel partner manager to have a strong interpersonal mindset and strategic, methodically organized work ethic.
A channel partner managers are corporate architects; they build relationships with partners, blueprint marketing initiatives, and construct a company’s progress, value proposition, and bottom line.
Finding, and thus, keeping such an individual is a blessing that should never be considered otherwise.
Don’t Have Time to Read this Article Right Now?
So, how do you know your channel partner manager is a superstar?
3 top channel partner manager qualities every channel manager should have in order to initiate lucrative partnerships and propel productivity.
Realistic with Herself/Herself
A successful channel manager is able to understand what’s attainable and doesn’t overcommit to infeasible revenue targets. A well-rounded channel partner manager understands that ‘triumph in the channel’ is much more obscure than measuring direct sales and campaigns because there are many more moving parts and logistics involved.
Realizes The Needs
Confidence and channel management go together like PP&J. An effective channel program mandates a plethora of resources, manpower, budget, and engagement—and if a channel manager doesn’t have the endorsement and trust internally—the likelihood of the program to be successful is improbable. A superstar channel manager clearly articulates what he/she needs in order to flourish.
A successful channel manager must be able to show the light at the end of the tunnel
Receiving the endorsement internally is one thing, however, acquiring partners’ “go-ahead” is a completely different story. Partners, almost always, impulsively perceive channel managers as no more than a door-to-door salesman; a self-absorbed merchant looking to manipulate, deceive and accumulate as much of the “pie” as possible.
approaches partners in a different way; a method in which expresses the enthusiasm and loyalty; a strategy that never comes off as sales-like or self-indulgent, but rather, kind, passionate and believable.But, most importantly, a channel manager must be able to articulate to the partner what the end looks like; what opportunities will be established and the things that will be changed; the that may be involved as well as the lucrative transformation that resides in the future. The better the partner can visualize the end product of the program or partnership, the better the channel partner manager did.