b2b channel partners: can these relationships be saved?


B2B companies are expanding their indirect sales networks to reach more customers and generate more sales. That growth strategy will work only if channel partners adequately respond to customers’ changing preferences and behaviors.

And that’s getting harder to do.

Many channel partners are struggling to deliver the customer experiences that are needed.

LET’S GROW OUR RELATIONSHIP.OR NOT.

57% of B2Bcompanies areplanning toincrease theirnumber of channelpartners next year.


As B2B companies expand their sales networks, they cede more and more control of the customer experience to their channel partners.

That’s enormously risky.

One wrong move and the entire customerrelationship crumbles.

IF WE’RE NOT IN THIS TOGETHER, WHAT’S THE POINT?

75+% of B2B leaders believe customer experiences will be even more important in the years ahead.


All channel partners are not created equal. 20% of partners account for 60% of a B2B company’s revenues.

The problem: B2B companies are inadequately supporting, incenting and encouraging underperformers.

IT’S NOT YOU. IT’S US.

25% of channel partners drop from the typical B2B network each year.

50% of partners require 10 months or more to reach desired levels of productivity.

80% of CSOs provide marketing and lead-generation support.

Yet, 57% of channel partners find these services off the mark .


WHEN TRUST IS GONE,EVERYTHING’S GONE.Any breakdown in trust across the value chain can have a devastating effect on sales and brands. Sharing insights about customers is a critical first step to rebuilding trust.

Only 20% of channel partners, onaverage, attain trusted partner status.


Growth requires that B2B companies transform partnership models into ecosystems that are not marriages of convenience, but meaningful relationships to which all parties are committed and invested. Above all, it calls for an operating model based on trust.

ALL FOR ONE ANDONE FOR ALL


SUPPORT, STRENGTHEN AND FUTURE-PROOF PARTNER RELATIONSHIPS WITH THREE ACTIONS:


1.Innovate alongside partners to expand financial opportunities for all ecosystem participants. This requires B2B companies to follow new rules:

LEVERAGE CONNECTIONS AND DATA FLOWS TO ENABLE VALUE-ADDED SERVICES

RETHINK CORE COMPETENCIES AND LEAVE THE REST TO PARTNERS IN THE ECOSYSTEM

PLAN FOR HYPER-RAPID SCALE WITHOUTTRADITIONAL CONSTRAINTS

MOVE FROM PHYSICAL PRODUCTS TO AS-A-SERVICE MODELS

CREATE AN EXCELLENT CUSTOMER EXPERIENCE AND EXAMINE LOCATION INDEPENDENCE

EMBRACE A MINDSETOF ”CONNECTED GROWTH”


LISTEN ANDRESPOND2.

Ecosystem partners are more than“vendors.” They are co-creators of value.

In the most successful B2B salesecosystems, B2B companies take the timeto understand their partners’ businessesas well as they understand their own.

That allows them to zero in on what eachpartner values and needs to succeed.

70% of chief salesofficers are trying togain greater controlover their ecosystemsthrough rigorousvendor managementpractices.

This may not be wise.


ALIGN AND IMPROVEA NEW OPERATING MODEL3.

Successful ecosystem operating models are designed to exceed consumer expectations and increase each customer’s lifetime value.

For B2B companies, that means delivering incentives, sales coaching, and real-time deal shaping support to strengthen customer relationships and loyalty. It also means creating closed-loop feedback mechanisms to ensure the ecosystem continues to grow and co-create value.


Learn how B2B companies can salvage their indirect channel relationships—before it’s too late. Download the full report here:

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B2B CHANNEL PARTNERSCAN THESE RELATIONSHIPS BE SAVED?

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b2b channel partners: can these relationships be saved?

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