Letter to a Channel-Dependent Company—On Recruitment and Partner Profiles

Dear Channel-Dependent Company,

Over the years, I have observed how our industry has grown and evolved to adapt to the ever-transforming landscape of society and its needs and preference. If there is one thing that remained constant despite the numerous changes and modifications that took place along the way, it’s the importance of recruiting quality partners into your channel distribution network. Don’t believe it if someone tells you that you should only focus on recruiting as many companies as you can because the truth is that quality exponentially outweighs quantity in this case.

I know what you’re thinking. Thorough and careful recruitment is too much of an inconvenience. But don’t be disheartened by the task. There is in fact an effective and simple way to determine or identify which potential partners are most suitable for you and your business goals and objectives. This method is the comparison and contrast of partner profiles. What are partner profiles, you ask? These are handy collections of information detailing the specific qualities of individual companies. It contains information regarding their processes, objectives and goals, sales strategies, channel management strategies and other important details that enlighten you as to how well they perform as a business.

By using these partner profiles, you will be able to see if these potential partners match your company well. For example, there are partners who are extremely productive, but in the end prove useless to you because they are incompatible with your profitability goals and objectives. If your channel distribution network is comprised of a group of affiliates who satisfy your requirements, and share in your mission and vision, then there is little chance of failure in terms of productivity and performance.

I hope that I am able to give you insight on what you need to survive this increasingly competitive industry. It may seem challenging at first, but remember that you reap what you sow. Take it from my experience and don’t make the same mistake I did when I took my own recruitment process for granted.


Best Regards,
Down-spiraling Channel-Dependent Company

The Traits of a Fine Manager

One myth about direct selling is that some people are innately good at it while some people just aren’t born with the stuff that makes the product sell. That’s not true. In fact, the best salesmen are those who don’t rely on instincts alone and would a rather use a formula shined through hours and hours of practice. Wherever this myth came from, the truth is that selling really requires a lot of attention to polish those conversation tactics and sales pitches. Using instincts alone is good and would always prove useful but that strategy is erratic and could sometimes leave the customer with a bad after taste.

Managers don’t exactly need software like those programs for channel management services to properly adhere to the needs of their channels just the same as direct sellers don’t need to solely rely on instincts.

As manager who are over reliant to technology forget, the ability to know, classify, balance and improve on the basic procedures of management, along with the comprehension of the company’s situation, can be good enough to push the company the greater heights. It’s how we combine the skills we have. If lacking, then add some. After that, multiply. There’s never a subtraction because we can just bank the skill. If it becomes dull, then just sharpen it or replace it with something better. This applies to all kinds of businesses. The ability to motivate people is the ability to move effectively as a group and make things happen. This is the golden rule of management.


channel partner strategy

Using technology is a definitely a good managing method but this could also work against the company as I have previously learned about when I became dependent on some company’s software focusing on channel management services.

A fine manager is one that knows the needs, weaknesses, and opportunities his current circumstance lacks and provides. To understand which goal to direct and how specifically the company is going to get there is a trait of good administering, one that should be always taught and trained to managers. Keeping a check on his people while being sympathetic to their position should be a must learn. Communication is vital and earning the trust of the employees is even more crucial. If this is to be achieved, the company can expand, grow and be more flexible.