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Channel sales often take place in a maze of confusion and unclear goals.

At a recent Routes to Market Association conference, Jan Lawford, area vice president, authentication products at RSA, looked at how, by defining everything from strategy goals to job roles, she has been able to create a framework where performance is measurable, results are replicable and people are responsible.  

"Channel salespeople spend a lot of time making cosy, warm chit-chat which achieves nothing."

A clear vision
Lawford says it is vital to define the roles and goals of the channel team members and to clearly define their strategy. "All too often this is left unclear or described in ways which are immeasurable and meaningless."

For RSA’s channel team, this meant: "Increase sales through resellers by expanding coverage to mid-market and SMB accounts, focusing on fast growing resellers and improving RSA’s internal infrastructure to manage the channel more effectively."

The strategy document went on to say that:

- every time there is an opportunity to sell authentication in markets where RSA resellers  operate, there will be a qualified RSA reseller.

- every time an RSA reseller sees an opportunity for authentication, they will   propose our product.

- all RSA deals will yield enough profit to resellers so that they will be motivated to   invest in future RSA success.

Lawford says: "All of these goals are measurable." All also call for clear and obvious action to achieve them. She adds: "Unless goals and roles are defined in this sort of way they are meaningless."

Define who does what
Lawford says most conflict between suppliers and intermediaries comes down to a lack of definition.

"Intermediaries will accuse suppliers of a lack of consistent behaviour, a lack of clarity as to what the supplier wants. They will complain that suppliers cherry-pick the best customers.

She adds: "Suppliers, on the other hand, complain that intermediaries don’t understand their products’ value proposition, can’t close a deal, won’t invest in pre-sales training and fail to open new accounts."

All these problems come down to a lack of process. "You need clear market segmentation, defined roles and responsibilities, effective partner selection, relevant channel programmes and a structured engagement with formal reviews."