The past year has demanded that we look at our business and how we engage with our partners from a different perspective. As a result, at Tarsus on Demand (ToD) we have restructured our entire sales team in preparation for 2021. In doing so, we have been driven by the need to meet the directives of our partners and to help them grow their business.

Channel partner segmentation

Previously, we had geographic sales territories with teams reporting to regional managers. When lockdown put an end to physical meetings, we realised – along with the rest of the world — that face-to-face interactions could take place online.

The TOD partner base has grown steadily over the years and we process hundreds of monthly transactions thanks to recurring business. To increase our value to different types of partners, as well as their strategic partner capabilities, we have segmented the partner base into three main groups: traditional channel partners (TCPs), managed services partners (MSPs), and independent software vendors (ISVs). Each segment includes several sub-segments related to the partner’s focus of business.

Why segmentation? Because each partner has a different strategy and go-to-market plan based on how they perceive their business, how they deliver their business, and the types of customers that they engage with. That requires TOD to have a different type of engagement with each one of them. It’s an approach we developed based on personal discussions with partners in which we set out to determine exactly what their needs are in the current economy.

Sales team empowerment

Increasingly, salespeople are becoming advisors and enablers. By empowering the sales team to target discrete segments with the right methodology and relevant content, they now have a dedicated, focused approach and a deep understanding of each partner.

Every salesperson has the comfort of knowing what the plan is, and how they are going to deliver what the partner needs. This employee-centric approach has enabled us to build a team of dedicated people who are the company’s greatest advocates. Most important, an employee-centric sales strategy naturally results in customer-centric employees.

The benefits to our partners is that they feel appreciated and they know that whether they are getting into the cloud, cloud ready or on top of the cloud, TOD is with them for the journey, every step of the way. The objective is to move traditional channel partners into the cloud. The more we can assist them, the more we are providing the means for them to grow.

 Developing a digitally centric ecosystem

The move to digital involves a paradigm shift from a traditional product-centric strategy to one that focuses more on the customer. Today, customers know what they want to buy. One of the key differentiators for any company is how efficient they can make the buying process.

Regardless of the business that our partners’ customers are in, our goal is to enable them to help create a digital ecosystem that serves business-to-business (B2B) and business-to-consumer (B2C) customers in the most efficient way.

There are no right or wrong ways of going about creating a sales strategy for the new world we find ourselves in. We aim to measure the success of our plan based on the feedback we get in the months ahead, and we will adjust how and what we do accordingly.

What I do know, is that we will all need to shift and modify in line with the environment we find ourselves in. As the saying goes, “When you are finished changing, you’re finished.”

[Photo by William Iven on Unsplash]