Partner and channel growth
03 / TMC ADVISORYBuild partners into your revenue plan.
Define where partners add value, which relationships deserve investment and how direct and indirect teams will work together. Turn the programme into joint commercial action.
When it matters
Turn relationships into commercial action.
You are building a channel for the first time, or an established programme has relationships but too little active business. Your partner strategy needs a practical connection to customers and opportunities.
Define the role before choosing the partner
Partners may bring customer access, implementation capability, industry knowledge, complementary technology or managed services. Begin with the customer need, then choose the partner types, programme benefits and commercial commitments that fit.
Connect the programme to the field
A signed agreement needs a working relationship behind it. Establish joint account priorities, value propositions, opportunity ownership and review routines so direct teams and partners know how to pursue business together.
Make alliances commercially relevant
For systems integrators, align priority software vendor relationships with the service proposition and joint account pursuits. Define responsibilities for sales and alliance teams, and agree how each side recognises contribution.
The work
Define the priorities. Make the decisions.
We agree the scope around your business, the evidence available and the people who need to carry the work forward.
- Partner segmentation, selection and recruitment priorities
- Reseller, distributor and value-added reseller programmes
- Systems integrator and strategic alliance development
- Managed service, software and technology partnerships
- Joint value propositions, business plans and co-selling
- Commercial expectations, engagement rules and attribution
- Partner governance, advisory boards and programme resets
What you take away
Working outputs your team can use.
The deliverables are agreed at the outset and developed with the people who will put them into practice.
- Partner strategy and priority partner profiles
- Programme structure and joint value propositions
- Joint business plan and account responsibilities
- Activation priorities and performance review framework
One commercial model
Give every relationship a clear role.
Resellers, systems integrators, managed service providers and technology partners create value in different ways. Start with the customer need, then define each partner’s contribution, account responsibilities and mutual commitments.
Joint business reviews should distinguish recruited partners from active partners and track progress without double-counting revenue. Agree the attribution rules before reporting begins.
- Customer prioritiesWhere we focus. Why we matter.
- GTM strategyMarkets, coverage and routes to revenue.
- Direct salesAccount ownership and capability.Partner contributionJoint value and shared opportunity.
- One practical execution planClear owners. Working routines. Evidence.
Meaningful progress
Agree what good looks like.
Track active relationships, qualified partner-sourced pipeline, agreed influence, joint account progression and revenue contribution. Define attribution before reporting so sourced and influenced opportunities remain distinct.
The baseline, definitions and review period reflect your business and sales cycle. We review the evidence together and adjust the work as needed.
Our approach to an engagementExplore the connections
A conversation with TMC
Let’s discuss your partner growth priorities.
Start with what is changing, where progress is getting stuck and the decision you need to make.