Managing a channel is very process driven.  For a vendor to capitalize on the leverage that a channel can provide, processes must exist that allow a vendor to expand its reach through many different partners.  Managing each partner in an entirely unique way would be inefficient and ineffective.  By having processes and programs, a vendors can use economies of scale to outsource some or all of its selling function to partners and manage that outsourcing in an effective and efficient way.

Creating and managing process is not complex theory.  It involves discipline and organization.  In fact, I wonder if experienced project managers could help many channel programs.  Their experience in managing many tasks and organizing complex projects could be useful in establishing and managing the complex processes involved in managing channels.

Clearly, the experience that many channel managers have is valuable.  They have learned how to deal with the many moving parts in channel management and can organize the tasks necessary to make it all work.  So, I am not suggesting that management is something that just anyone unfamiliar with channel can do.  Nor am I suggesting that it is easy to be an effective channel manager.  It is not.  I am only implying that the same kinds of skills that a project manager uses seem to be a valuable skill set to have in channel management.

What are your thoughts?

William Vanderbilt

+1 630 343 6261

WVanderbilt@InnovativeLearningChannels.com