Northzone’s Post

🔍 Partner-Led Growth: Are We Truly Maximizing Its Potential? According to the latest report by GTM Partners, most companies say they are running a partner-led growth strategy, with more than half planning to expand their programs this year. We’ve long known that deals involving partners close faster, have higher win rates, and are often more profitable. However, many companies still struggle with executing a successful partner-led growth strategy. Here are a few key reasons why I think that is: • Trust and Information Sharing: Building trust is crucial, but someone has to take the first step. Sharing information openly is essential for collaboration. • Partners as an Afterthought: Direct sales and marketing teams already face challenges with open communication. Partners? Triple that. They are often overlooked until after marketing campaigns is out or product launches resulting in missed opportunities. •Tracking and Metrics: Without proper systems and reports to track partner engagement with prospects and customers, it’s challenging to measure success accurately. This can make the program appear less effective than it actually is. Imagine... the program could be working but without the metrics to prove it, is it in the eyes of everyone? Check out GTM Partners' detailed post on this topic, including their free published research: GTM Partners Report. https://lnkd.in/g4Z9PtSx I'm curious, how is your partner program going? Are you planning any changes this year? Let's discuss in the comments! 💬 #PartnerLedGrowth #BusinessStrategy #GTMPartners #Sales #Marketing #GrowthStrategy

Hot off the press! Next week, I’ll be joining Amber Illig and Sonia Baschez to swap some of our best GTM tactics and strategies for B2B founders. Sonia is bringing the marketing gold which means I'm on the hook for sales 😬 This is a founders-only conversation and we're gonna get tactical. Here are a few topics I've been thinking about... - The recipe for effective sales meetings - Defining your sales process - Hiring your first salesperson - Writing emails that land - Leveraging your network - Creating your weekly scorecard for success What else do you want help with??

One Founder I’m mentoring (based in Asia) signed 3 high-profile logos as their strategic “Channel Partners” or Resellers last year. But 12 months later, $0 revenue came out of it. What went wrong? The assumption was the Resellers will start generating leads and business for them (right away). That is the intent, but it didn’t happen. Some of the lessons learned: 👉 The product being sold isn’t “Channel Partner ready” Your Channel Partners want to make the most money at the shortest possible time and least amount of effort. If you make it “difficult” for them because your solution is complex and there is no on-going enablement and support, your Channel Partner will focus on selling something else. 👉Do you have enough margins for your Channel Partner? This ties to the initial point above. If it will take your Channel Partner 10 months to get a deal done by investing $30,000 of their resources only to make $1,000 in the process, will it be worth their time and effort? One potential exception is if carrying your product or solution enable them to win MORE deals since you are complementary to each other. 👉Is budget available for Demand Generation, Enablement, and Support? Think of your Channel Partners as your indirect sales team. They need be properly supported so they will succeed (and for the relationship to grow). 👉Managing your Channel Partners is a full time role In the beginning, the Founder wears the Channel Partnerships “hat”. But if the goal is significantly grow your revenues through Channel Partners, a person just focused on Channel Partners is needed. What are your thoughts on building effective Channel Partner ecosystems? #sales #b2bsales

What I like about working with Adam Coughlin and the team at York IE is that they share the same passion we do here at Reveneer - designing, building and managing winning GTM strategies. Capital is more precious than ever going into 2024. Few companies can afford burning cash and time-to-market with a trial-and error approach. Many of the problems and delays companies face in going to market have already been solved. https://lnkd.in/edR9ss7T

Defining Modern Partner Sales: from referrals to co-sell. 👇👇 Today's partnerships are evolving, and so are the strategies that drive them. Let's dive into the three key pillars of modern partner sales: Referrals, Resell, and Cosell. 1️⃣ Referrals: When businesses refer clients to one another, they not only expand their customer base but also build trust and credibility. 2️⃣ Resell: Empower your partners to sell your products as their own. This approach amplifies reach and taps into new markets effortlessly, driving revenue growth for both parties. 3️⃣ Co-sell: The ultimate collaboration! When companies join forces to sell together, they combine strengths, share resources, and create a more compelling value proposition for customers. 🔗 Partnership Leaders and HubSpot are at the forefront of this movement, showcasing how strategic partnerships can revolutionize sales. By leveraging these modern sales tactics, businesses can unlock new opportunities, foster innovation, and achieve exponential growth. This is the future of network economy and I loved this extremely simply slide from Asher Mathew; with a webinar last week explaining Partner P&L and that co-sell; is the future. What's your thoughts on the above? 💬 #Partnerships

Unlock growth with strategic partnerships! 🚀 Learn how to build robust pipelines and drive revenue through collaborative alliances at Scale Your Sales. Discover actionable insights and real-world examples to elevate your GTM strategy. Dive in now! 🔗 Read more: https://buff.ly/4cOqFZE #GrowthStrategy #StrategicPartnerships #SalesLeadership #BusinessDevelopment #ScaleYourSales

Three things to avoid when growing your sales team. 1 - Betting that adding more sales reps equals more revenue Avoid premature AE team growth. At low attainment rates adding additional AE headcount might actually lower revenue productivity, because you are taking away leads from experienced reps that are familiar with your company. Success is driven by healthy pipeline and distribution. Don't hire those additional reps before you are sure you have enough opportunities for them to work on. 2 - Scaling outbound without marketing air support Outbound and marketing should be in full sync across the entire customer journey. From website to sequences to pitch decks. One coherent story delivered to the right persona at the right moment in time. Outbound is hard these days, especially without strong brand awareness. 3 - Not seeing the relevance of streamlined operations Putting the right systems and processes in place aligned to your motions. Mature them over time in line with your GTM strategy. Build a sales playbook that helps in clean execution of qualification, deal navigation and closing. Operating in one 'language' will result in tight processes and pipelines. The key to revenue productivity. —— I regularly share GTM insights, tips and tricks that you can implement straight away - gained from working with 310 startups across Europe. If you’re serious about driving GTM productivity for your organisation, let’s get in touch 🤝.

Partnerships need to be aligned at the very top of the organization The most successful partnership organizations successfully engage sales reps in both camps. Partnerships are built on win-win, it doesn’t have to be the same win-win but you and your partners need to have a clear incentive for long-term success. Sales reps have 1000s of things on their plate. If it doesn’t help them reach their own goals it they’re not putting partners on their agenda. A great example of this is funnily enough Salesforce and HubSpot back in the day. Salesforce were losing customers due to the lack of marketing capabilities. Hubspot filled that void. This led to Salesforce contributing to more than 10% of Hubspot’s revenue, but that success wouldn’t have been possible for Hubspot without Salesforce having partnerships aligned at the top of the org. The Salesforce exec team picked the 10 most strategically important partners (out of 3000) and gave quota relief for the reps who created opportunities with those partners because they knew it was important strategically for their long-term success Create incentives that creates the behaviors you want to see