As explained in the methodology section, similar meetings were conducted with current channel partners. Although these channels are somewhat different than the yet to be determined dedicated marketing channels, it should provide some insights towards what is expected by their side of the relationship (dyad). After a similar initial introduction, a general discussion started resulting in themes such as how those companies perceive the (potential) relationship, what is required from the manufacturer, which complementarities-, synergies- and capabilities are valued, what gaps exist and what is needed to make this relationship a success.
The first capability which was brought up during the discussions with these channels was the product-related capability technical expertise. Both companies had a certain degree of technical knowledge within the served industry, but it was mainly related to one or two product groups of the product portfolio.
“We are interested in selling your products, but it will take some time to fully grasp the application and acquire the technical knowledge, so it would probably make sense to start with 1 type of product and develop the rest over time”.
This was further emphasized by the sales manager of channel partner 2.
“For some products the technical knowledge requirements are too high, we need involvement from you guys in this case while we can aid in facilitating the rest of the sales process”.
According to the participants, active guidance, training and aid is required when dealing with these types of products within this heavy lifting industry. This was further emphasized in the sense of access to information, not only with regard to the application but also to which markets to reach or customers to approach.
“Access to specific information should boost this knowledge. For instance, it would be useful to have videos and training footage”.
A sale manager further emphasized the importance of communication and the distinct sales approach which should be addressed. This was closely related to the aforementioned capability technical expertise.
“Communication, technical knowledge and a consulting sales approach are required, rather than us shifting boxes. We need to create awareness and communicate on a regular basis”.
“An important step is to get the communication up to par, if we have the feeling that we are actively being approached and have a sense of urgency then I am confident we’d be very eager to get leads actively”.
Through these discussions it was further confirmed that these technical factors play an imperative role within this distinct industry. Another remark was made by the owner of the channel company, explaining the importance of utilizing each other’s network in order to establish the partnership. The reason for this is that it can potentially bring new opportunities, which perhaps in the past were not possible or not acted upon by the initial relationship-owner.
47 | PAGE “We need to partner up and figure out how we can get involved with the end users. A big starting point would be to share end-user base”.
“We need to tap into each other’s networks, as we are capable of distinguishing certain opportunities”.
The workshops with the current US channels furthermore showed that transparency, active communication and a decent reward system, which is beneficial to both partners, are the key factors which drive the success of a relationship. Especially communication was brought up several times. According to both partner’sand the manufacturer’s view, dedication, enthusiasm and the hunger (drive) to generate leads all relate to this success. One key factor here was being taken seriously and a certain exclusivity.
“We do not want to be in the situation where we are considered one of the many if this channel formula proves to be successful. This makes our competitive position weaker and it makes it more difficult to sell our products”.
From the following discussion it appeared that both participants saw the benefit of a more in-depth relationship. Rather than only operating as an agent who passes on the sales lead to the manufacturer for a commission, they want to build an intensive relationship with have a higher degree of involvement than only providing leads.
“We want to be involved in the sales process as much as possible, this relates to our experience”.
The participant of the other company further emphasized this notion, not only in terms of establishing a partnership, but from the starting point that active development is a key driver of success.
“We want to be involved and really work together. We need to sit together and see what business plan can be set up in order to have this to work”.
“Although we currently mainly are renting out equipment which is produced by your company, we are very interested in developing this relationship further and sell your products”.
In conclusion, organizations are very willing to partner up as they see the benefits of these types of relationships. However, the success greatly depends on the degree of involvement, communication and support according to their view. The next step is to examine what capabilities described in the channel collaboration capability model the participants perceive as important, and to assess where potential complementarities and synergies in terms of capabilities exist which can result in mutual benefits or relational rents. Furthermore, it will be interesting to see to what degree the aforementioned statements relate to the scores that they give to certain capabilities.
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