Much of relationship building in today’s business world involves understanding where people and organizations fit in: who they are, what they’re good at, what they’re likely to cost and a host of similar things. We do this through a variety of clues, both subtle and not so subtle.
For example, if you recognize the “stinkin’ badges” reference in the headline, I can get a sense of how old you are and maybe even assume that, back in the old days watching “Blazing Saddles” was more fun to you than, say, hanging out with the chess club kids.
Differentiating themselves as one type has been a challenge for resellers, integrators and others who sell you technology and make it work. Initially, it was simple. Resellers pushed boxes. Value-added resellers built something additional into their value propositions. Integrators mostly functioned at the high end of the market and could do virtually anything, based on the variety of task-based teams on their payrolls.
Over time, technology vendors have introduced a vast array of authorizations, certifications, specializations and other designations. All of these “-ations” are essentially badges that fall into two broad categories. Some pertain to the individual’s sales training or technical aptitude. Others pertain to the channel partner itself, and usually things such as sales volume, specific areas of training, advanced training, numbers of specific types of staff members, service capabilities, demonstration facilities and basically anything else human creativity might conjure up.
Unfortunately, many vendors do a spotty job of explaining to customers what these badges are intended to be, how the partners earn them, and what sorts of vendor access and other benefits they get when they meet that higher level. This is important information for customers, because the badges offer clues to what the partner sees as its primary business and how that business will evolve to meet industry change.
As technologies become more complex and more integrated, it is helpful to understand which channel partners are best aligned with your own technology vision. Furthermore, badges provide vendors with a somewhat objective means of determining the best fit between the sales lead and the chosen partner, because they demonstrate investment and commitment – and, usually, competence.
One word of caution, however: Keep in mind that past performance and good rapport trumps all badges, unless you are moving into an area clearly beyond the skill set of the incumbent partner. Even then, the incumbent might make useful recommendations on how best to proceed. Badges become especially important when selecting a new partner, either because your business is new, you’re dissatisfied with the old partner, or you’re moving into a geographical or technology area beyond the incumbent partner’s reach.
Take a look at the Web sites of your key vendors and see whether they do an adequate job of describing their badges. If not, perhaps they need to hear how important the information really is.
Presti is president of Presti Research & Consulting, which specializes in go-to-market solutions for technology companies. He can be reached at ken@prestiresearch.com.
