email us at amarts@artifact3.com

Name: Amin Marts. No worries if you mispronounce the first name, I’ll correct you.

What I’m interested in: Simply, finding solutions for problems, excuse me, challenges.

What I bring to the table: Big picture thinking. Ruthless execution. The ability to distill complex topics into bite-sized and easy to digest contextual stories.

Turn On’s: Smart design. Simple solutions to complex problems. Billboards that make me stop, think, and take a picture to share with you. Jargon. Most of all, flowy singletrack.

Turn Off’s: Jargon. Overly complex solutions that don’t scale. Ambiguous messages. Unintelligible handwriting. Skiers who wear Starter jackets.

My Favorite Tools: iPad, Keynote, Mindmeister, DropBox, old skool whiteboards, OmniFocus, Glenn Beck.

Things I (admit) I read: HBR, Economist, anything Seth Godin writes, WSJ, on occasion the International Herald, when feeling snarky The New Yorker.

January’s Wish: To lose the twang I’ve developed from watching too much CMT during Christmas.

Best way to contact me: Through my twitter or email. I’m easy to find.

Questions To Help Right-Size Your Channel

Evaluating the selling channel is a continuous process. Following suit, below is a subsection of questions sales managers, directors of sales enablement and operations people should be continually thinking about.

  • Are the right metrics being used to evaluate the health of the sales channel?
  • How many under performing partners are members of the channel?
  • What do partners need to be successful?
  • Are we providing this needs in an easily consumable fashion?
  • Are we listening on the same frequency that our partners are speaking to us on?
  • How effective are the programs associated with recruiting, onboarding and nurturing partners?
  • Is the process for removing under-performing partners elegant or do we stick our heads in the sand and hope they’ll just fade away?
  • If we differentiate our partners by way of verticals how does that help them help their customers?
  • How can we get partners working with each other to improve their effectiveness while subversively bolstering our brand?
  • Is our channel strategy sensitive to the changing needs of our customers, partners and the market overall?
  • How does our channel differentiate itself from our competitors’?
  • What does it mean to have ‘enabled’ a partner?
  • What are the costs associated with enabling a partner?
  • Is our channel sized appropriately to close the amount of business we need it to?
  • Is our internal structure a help or hindrance to our channel’s success?

Posted by on 06.18.2010 at 12:23pm   Tags: , , ,
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