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Business on the Edge How to Turn a Profit and
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Description
When Microsoft acquired Navision, there is no
doubt that the value of our channel
partner ecosystem heavily influenced the price
they paid. I can think of no one better suited
than Hans Peter Bech to write a book titled
Building Successful Partner Channels. -
Preben Damgaard, Co-founder and CEO of
NavisionPredictable growth and market
leadership through independent channel partners
are on every software industry CEO and
sales executive's mind. However, it is rarely
achieved. With âœBuilding Successful
Partner Channelsâ? Hans Peter Bech provides a
great tactical approach toward reaching this
goal.- Torulf Nilsson, Product Executive, Visma
Retail, Oslo, NorwayHans Peter Bech has been
at the forefront of developing indirect channels
in the software industry for more than
three decades, and his track record is
impressive. I'd highly recommend this book to
anyone searching for the route to global market
leadership in the software industry. - Yusuf
Soner, School of Management at the Sabanci
University, TurkeyBuilding Successful
Partner Channels provides a powerful, practical
approach to building a strong network
of independent channel partners to optimize sales
and marketing activities. The book helps senior
sales and marketing executives understand how to
work in concert to achieve global market
leadership through the indirect-channel approach.
- Toke Kruse, Founder and CEO at Billy, San
Francisco, USAâœBuilding Successful Partner
Channelsâ? is a book laying out the roadmap for
achieving global market leadership through
independent channel partners in the software
industry. The book applies the business model and
the business model environment frameworks
developed by Alexander Osterwalder and Yves
Pigneur. It
7
concludes that taking the indirect route to
market adds a layer of complexity to our
business model as we leave the control of
finding, winning, making, keeping and growing
happy customers to third parties.The book
explains that the direct and the indirect
go-to-market approach are not options we can
choose freely between, independent of the nature
of our business model and business model
environments, and it discusses when the indirect
go-to- market approach is applicable and
advantageous and when it is not. The book
concludes that taking the indirect route to
market requires that the channel is an integrated
element of our product offering and value
proposition.The indirect route to global market
leadership requires developing and maintaining a
channel partner program, and the book lists all
the elements of this program, including the
critical channel partner PLmodel. The
book concludes that our partner program will
change substantially as we move from
early-stage channel building to the mature mode,
where most of our revenue comes from
existing channel partners. The book describes the
process for channel partner recruitment
and concludes that the initial process is very
similar to hiring top-performing salespeople.Howev
er, where we pay staff to perform their duties
from the day they join, channel partners will
have to make substantial investments before they
reap the benefits of the cooperation. Channel
partner recruitment is therefore initially a long
process requiring substantial investments. The
dynamics of channel partner recruitment change as
we move from the early mode channel development
stage to the mature stage, and the
book recommends recruiting as many channel
partners as possible. We then let
them demonstrate where they belong in the channel
pyramid classifying channel partners and the book
discusses how we should manage each group.A full
chapter is devoted to discussing adopting the
indirect channel approach at a later stage after
having applied a direct
8
approach first, introduces some simple sanity
checks to verify if switching is feasible
and explains how this switch can be accomplished.