Monthly Archives: November 2012

Channel Partner Manager

Channel Partner Manager

The Channel Partner Manager (CPM) assignment is a key element of sales leader’s Coverage Model.  The CPM focuses strategic sales resources on teaming to service Ideal Customers and provide High-Customer Value offers.  The CPM is responsible for ensuring that business potential in Ideal Customer accounts is optimized short and long-term.  To achieve the Ideal Customer sales goals, the CPM Sales Professional must work with and through the Channel Partner to provide the following:

  1. Knowledge of the Strategic Channel Partner’s Business, Marketing, Sales and Distribution Model
  2. Knowledge of the Major Account organization – Parent, Peer, Divisions, Subsidiaries…
  3. Jointly developing a end-user Account Targeting and Mapping of Suspected Opportunities by Product/Service capabilities by the Channel Partner organization
  4. Organizational Org Charts
  5. Marketing – Jointly Develop Marketing Offers, Promotion & Product/Service Training
  6. Exchange of Ideal End-User Customer Identity, Targeting, Promotion & Sales Execution
  7. Joint Aligned Sales Model Execution, Opportunity Management, Forecasting, Pipeline Management and Management Reporting
  8. Effective & Efficient Use of Federated CRM to document the above

If a CPM has not been successful in planning and executing the above activities and/or has not generated the needed business from the Channel Partnership relationship in a timely manner, then the sales leader/manager must re-assign the account in order to achieve their coverage model goals. This situation may occur when there is a personality conflict and/or CPM skills deficiency that cannot be overcome quickly.

Note: The Channel Partner Manager is and integral part of the GTM Plan.

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If you have questions about our Channel Partner Manager, please call us at (720) 352-3407 or email us at

Opportunity Manager for Point Sales Transactions

Opportunity Manager for Point Sale Transactions

To own an opportunity requires that you are engaged in satisfying the immediate customer need, have an opportunity plan, and are coordinating the efforts of partners and sales support services to close this business.

If you are not engaged with the account to grow business beyond an initial opportunity sale as evidenced by a development and execution of a Major Account Manager Plan, then your rights as the Opportunity Manager are limited to the forecasted business.  If there is a Major Account Manager (MAM) in charge of the account, then this business should be either turned over to the MAM or possibly a revenue share teaming is possible, if the MAM agrees to support this arrangement.  Please note that the MAM responsibilities mentioned above, may reside with one of your company’s Strategic Solution Providers and/or Strategic Channel Partners.

Please note that business not awarded as forecasted (with a ninety day grace period), terminates your rights as the Opportunity Manager.   If the opportunity management results in winning the forecasted business for your company and solution partners, and there is a periodic renewal of this business, then the Opportunity Manager continues to be entitled to this residual revenue stream.  Sales Management may periodically re-assign opportunities along with revenue streams to achieve Coverage goals.  Once the Opportunity Manager’s rights have terminated (i.e. business not awarded as forecasted with a grace period of ninety days), all parties are free to call on the account to pursue new business. In addition, if the Opportunity Manager does not forecast other new business and share opportunity management activities with the partners, then partners are free to call on the account to pursue this new business.

If the opportunity includes other partners and the Opportunity Manager performs contract prime reselling of the partner’s products and/or services, then the Opportunity Manager must continue to orchestrate prime contract renewals.  If the opportunity includes co-sell partner sales in order to enable the opportunity win, then the Opportunity Manager needs to include the co-sell partner in the Opportunity Manager’s selling activities to continue to enable the complete solution renewal.  The co-selling partner should, as a courtesy, provide the Opportunity Manager with copies of the quotes and contracts in order to dovetail into Opportunity Manager’s contracting and/or renewal efforts.  Please note that the Opportunity Manager is not involved in the actual presentation and/or contracting of co-sell provider’s services and/or renewals.

Again, the Opportunity Manager is responsible for the opportunity and is not responsible for ongoing account management unless the account is elevated to a Major Account and Opportunity Manager is elevated to the Major Account Manager responsible for business expansion.

For more information about Prism Business Development’s Opportunity Manager click here services.

If you have questions about Opportunity Manager, please call us at (720) 352-3407 or email us at

Go-To-Market (GTM) Planning

Go-To-Market (GTM) planning drives the focus and alignment strategy for the organization.  It is the short-term (1-3 year) starting point for deploying resources to achieve the Vision and Mission objectives. Developing and executing the GTM Plan guides an organization to streamline operations, to effectively and efficiently achieve operational goals.

  1. Business Definition – Your Business and/or Role: defining what business(es) you are in… what role you play etc. (i.e. IT Solution Provider, IT Niche Service Provider, Component Provider, Systems Integration Provider, etc.).  This is the most important first step and nothing else can be done to develop your GTM Plan until this has been completed.
  2. Identify Ideal Customers/Industries – What is unique and/or better about your products and/or services and what customers in what industries would profit the most by availing themselves of your capabilities.
  3. High Customer Value Applications - Identification of specific applications of your capabilities that provide customers with operational improvements and value (i.e. revenues, risk mitigation, operating cost reductions etc.).  Identify Ideal Customers/Industries provides the basis for developing marketing’s value propositions.
  4. Sales Channels – Once the Ideal Customers/Industries and High-Customer Value capabilities have been identified, then the customers can be consulted to identify the Ideal Sales Channel that they would prefer to be sold to and serviced by.  If the products and/or services are relatively innovative, the set of channels may change over time (i.e. Solution Provider transitioning into mix of Solution Providers, System Integration Providers, Complimentary Component Providers and eventually to Commodity Providers).

To learn more about our GTM Services.pdf

Trusted Advisor Business Consultant

Trusted Advisor Business Consultant

Trusted Advisor is an Interpersonal Relationship Role

A Trusted Advisor is a person that is recognized by another person as an individual that they can share a situation, their interpretation of the facts and conclusions they have reached with, and expect a critique of their thought process, recommendations for other alternatives to consider and/or confirmation that they have reached a sound conclusion.  The Trusted Advisor is a sounding board which has proven to a critical thinker capable of assisting others in making better decisions.  The Trusted Advisor is considered someone worth listening to provide good common sense advice.  The Trusted Advisor is expected to apply their experience, knowledge, skills to provide insight as to the handling of challenges others face.  The person putting trust in the Trusted Advisor is in effect transferring some responsibility for making a decision to the thought process of the Trusted Advisor.  Therefore, the Trusted Advisor is sharing in the responsibility for drawing the conclusion and making the decision.  Typically the Trusted Advisor has set the expectation of the consequences of the decision. If the consequences do not occur, the trust level is diminished.  Therefore, the Trusted Advisor takes on the responsibility to watch over the situation to ensure that the desired outcomes occur and any promised benefit derived.  When the situation requires others to perform in order to derive the consequences and benefits, oftentimes the Trusted Advisor becomes a cross-functional team Program Manager to shepherd the team to stay focused in order achieve the desired outcomes.  The Trusted Advisor is not only responsible for assisting in making right decisions, but may, also be responsible to see that the decision implementation is executed correctly.  The Trusted Advisor’s delivering promised consequences and benefits, is the final proof that as their role as Trusted Advisor can be relied upon to deliver results.

Sales professionals that take on the role of Trusted Advisor state that they are “Business Consultants” and not product/service providers and/or Sales Representatives and/or Sales Engineers etc.  Trusted Advisor Business Consultants approach sales situations by first doing a great deal of homework about their customers in terms of their industry situation, business model, mission, values and vision in order to frame how best to evaluate the customer’s situation and making recommendations as to courses of action.  Furthermore, Trusted Advisors invest in getting to know the customer’s organization, strengths and weaknesses.  As Trusted Advisor Program Managers they keep the implementation team focused on delivering the results.  The Trusted Advisor is like a Program Manager, taking on the execution management for the entire life cycle of an Initiative.

Trusted Advisor Business Consultants help their customers perceive their needs and envision solutions.  It has been shown that on average 80% of the time managers have not perceived that they have a solvable problem and believe that they must just live with the situation.  This is especially true when the Trusted Advisor Business Consultant is introducing innovative new capabilities, simply because people are not yet aware of the capabilities and positive impact they may have on their organization’s situation.  Once capabilities and the benefits are well known in the marketplace, the customer is already exploring the market for providers to satisfy their need therefore, the Trusted Advisor Business Consultant has higher customer value at early stages of technology advancements etc.  The Trusted Advisor Business Consultant provides the highest customer value when company executives are struggling with ways to improve operations in order to move their organization towards achieving their mission and vision.

If you are a provider of innovative technology wishing to make major sales with high margins, please give us a call to learn more about having your sales professionals become Trusted Advisor Business Consultants. (720) 352-3407.

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Customer Value or Conceptual or Solution Selling Defined

Customer Value or Conceptual or Solution Selling Defined

There appear to be a few misunderstands as to what is meant by the term, so we thought it best that we nail down what we mean when we use any of the variations on Customer Value or Conceptual Selling or Solution selling terminology.

The idea must start with the “Customer” in mind.  The idea is all centered around the perception of the customer, hence “Customer” Value/Concept/Solution.

Next the idea deals exclusively with what is “valued” by the customer,  that is what they perceive as valuable such as a business or personal “advantage” to them like the pleasures of greater revenues, growth, market share, profits or lower costs as well as avoidance of existing or potential pain.  The element of priority is also included such as upcoming event or need to perform within the near term.  Priority is specifying as to what is of higher importance when compared to other things that need to be attended to.

The “concept” element refers to the customers perceiving that they have a “problem” or something that they need to be address and that they are now able to perceive or envision that a “solution” or method  may exist that could possibly provide the advantage they desire.

The “solution” is the element that is perceived by the customer or buyer and provided by the seller.

The process and art of influencing customers to acknowledge their pain, perceive their problem and connecting the dots to perceive that a seller’s capabilities can solve their problem is “Solution” selling.

We prefer to use “Customer Value Selling” version of the terminology, because it focuses directly on what is the objective rather than introduce what are some of the elements of the selling process to achieve the objective.

If you have questions, please do not hesitate to ask them via the comments section.

If you would like to learn more about Customer Value or Conceptual or Solution Selling call us at 720-352-3407 or email us

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