article | November 9, 2011
Sizing a Channels Sales Team as Part of Channel Management
There are several reasons for the lack of proper partner coverage:
Let’s focus on the last bullet – lack of sizing and structure methodologies. At the core, sizing is a capacity vs. workload problem. To size a channel sales organization correctly, you simply need to map the expected workload and let it tell you the capacity you need.
Here are the steps to size your channel manager role:
The steps above assume you are not carrying 100’s of dead weight partners. Clear those out of your channel program or ignore them in your calculations. For more information on setting clear selection or de-selection criteria read this article
Here are some examples from a recent project:
In Figure 1 below, steps 1-3 have already been established and the table represents step 4 – % of time spent on each activity by type of partner.
In figure 2 below, step 5 is carried out as we analyze a channel manager’s capacity per type of partner. Some have extra capacity such as Ed Winn while others are right at the threshold of 2000 selling hours in the case of John Smith.
In figure 3 below, we get a sense for John Smith’s partner mix and the hours he can spend per partner across the activity mix. John can only spend 5.3 hours per Immature Regional Partner per year. These partners were spread across a large geography which was an indication that he would likely sacrifice more important activities like relationship management or training. Our client adjusted his partner assignments and allocated some of the partners to others with more capacity.
What sizing methodologies are you using in your channel management function? For more sales force effectiveness best practices you can leverage for channel management please register for our webinar here: