Partnerships can be a great way to expand reach, spread the load and create a more collaborative coordinated marketing strategy. Head of inside sales and Marketing Practice data strategy Phil Jones interviews its client ServiceNow to find out how it views partnerships, and offers tips on how to cultivate a successful mutual relationship. useful.
When it comes to B2B routes to market in the technology sector, ‘two’s company, three’s a crowd’ can’t be far from the truth. Partnerships with other organizations make sense for vendors, partner organizations and clients. Vendor organizations can increase revenue and market penetration and strengthen client relationships. Organizations belonging to the ‘partner’ category – which covers anything from distributors and resellers to systems integrators and consultancy firms – can offer clients a wider range of sophisticated proposals. And clients often receive a more customized, integrated response to the problem they’re looking to solve.
Not meant to be easy. It can be difficult to coordinate teams and offers within a global multinational-add a partner or three to the mix, and the complexity increases accordingly. So I asked Carl Shanahan, senior manager of the technology partner program at ServiceNow, to share his tips on creating and managing partnerships that add value to all parties.
How do you decide which partners you need?
The customer is always right. So, if your customer comes to you saying I want to use your product, and I also want to use your competitor’s product, you need to know with partners how to do that. The partner’s job is to fill in areas that your technology doesn’t, isn’t covered by your salespeople, isn’t provided by your services or a vertical market where you can’t walk and speak.
Also, you may see an opportunity in the market that means you are actively looking for some partners; or there may be a strategic account that you can’t crack on your own.
What should be the starting point for a successful partnership?
Successful partnership programs are focused on solving the customer’s biggest business challenges. They require strong cross-functional partnerships with technology, marketing and sales teams. Start building your partnership by identifying the value that each will get here – which new routes to revenue will open up the partnership, and what additional opportunities may arise as the partnership grows?
Finding ways to optimize the partner experience and add value should be an ‘always on’ activity. So I look at all three steps in partnership – technical, marketing and sales – to determine where they’re stuck, make the program more accessible for them, and make it easier for them to raise their hand and ask for help.
How do you align goals?
Focus on building your offer around customer challenges. A large part is really attached to the conversation with the partner about how they are growing and expanding their profits as a company. What markets or new business opportunities can we open up for them? How will your partnership open up new revenue routes and reduce time to value?
A long -term partner of ours has customers who approach them asking for software apps and integration. At the time, they only offered implementation and wraparound services, but we worked with them to help them also develop a technology offering. In less than a year, we’ve opened a new line of business for them: now they can sell customers a great application with a services model, set it up for them, customize this if necessary and provide ongoing support.
How do you get a joint offer in the market?
Keep it simple. Limit your plan to one page with two or three goals that you decide on together. These goals may include entering a new market, targeting specific companies or growing your user base.
Focus on building your messaging and marketing where you’ve already had success, such as a particular industry or account. Sometimes partners may be resistant to a narrow focus on certain customers or markets. But that focus allows us to describe why customers need this measure and, more importantly, the value the partner can offer, given its understanding of the market and the particular business problem. of the customer.
How can you anticipate and overcome challenges?
Different partners have different capabilities, offer different benefits and require different levels of support. Take the time to learn how each partner works. Research how each partner earns, what the sales process looks like and what training or support they might need.
The human element is often overlooked. Yes, you want to make it easier for partners to be self -serving, but if partners don’t have a support system to reach, they will quickly get frustrated with the process and move on. In addition, since partners often sell dozens of other products (some of which may be your competitors), you need to be proactive in understanding how you can support each partner to add value to its customers and promote joint opportunities.
How do you get sales teams?
Make sure sales understand the value of working with partners. Train your sales teams to identify opportunities to bring partners to enhance each other’s portfolios, drive bigger, more strategic deals, and help them close more sales. Share stories of how partners help customers realize the value of the company’s solutions. For example, partners can provide valuable customer feedback that helps shape product roadmaps, drive market speed and test new propositions that contribute to overall solution development.
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