Cohesive internal alignment drives more productive partnerships and improved ecosystem performance.
Focus is essential to developing and executing a successful go-to-market strategy — particularly when selling through partners and ecosystems.
Channel leaders have long been told they need “top-down support” or “executive buy-in” to succeed. In practice, though, sustainable success requires broader alignment and engagement across an entire organization.
While channel program and sales managers often say their contributions to revenue go unrecognized, partners frequently encounter friction with direct-sales teams attempting to bypass them in pursuit of shared accounts. These problems are often grouped under the catch-all term channel conflict. Analysts typically cite unclear or inconsistently enforced rules of engagement; others point to a lack of focus, resulting in inefficient and overlapping routes to market.
At Channelnomics, we believe these issues stem from a deeper problem: misalignment. While executive support remains critical, channel teams also require collaborative, functional relationships across marketing, sales, operations, finance, and other departments.
