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Case Study — Partnering and Indirect Sales


Implement board decision to pursue a new indirect sales and partnering model to accelerate revenue growth and expand market penetration.


--- Designed indirect sales strategy, processes, and systems for “Channel Partner Program,” including standardized agreements, indirect sales pricing, partner qualification, bid management, channel conflicts, agents, affinity branding, network interconnection, partner “extranet” website, sales training, and related matters.

--- Rationalized and restructured non-performing partner arrangements.

--- Rolled out global model for recruiting, training, developing, and directing more than 80 quota-bearing indirect sales team globally.

--- In addition to quota-bearing sales team, conceived business development team to address major collaborative partnering opportunities in technology, equipment, communications, applications, and consultancy sectors.

Financial Impact:

--- Created partner and channels model to accommodate annual revenue of more than US$360 million, with 23% annual growth rate.

--- Generated US$57 million in cost reductions over two years by leveraging bi-lateral distributor and vendor agreements.

Strategic Impact:

--- Terminated more than 50 non-performing legacy partners, while executing a platform for increased productivity and revenue.

--- Executed simple go-to-market framework, which ultimately was adopted as one of three core strategic mandates.



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