Management partnerships program strategic

I have found that the beginning of any partnership is the most critical part. If companies are partnering for the right reasons and put the right amount of resources into it, things go well.

In fact, they even suggested we hold off on activating our HubSpot subscription until we we were ready to fully take advantage of it. We took their advice and overhauled our processes using information and content they shared with us before we even initiated the partnership. That has been invaluable and made our implementation go much more smoothly.

Of course, not every partnership goes according to plan. He does this by really understanding how both of our businesses work, so that we can maximize collaboration. In my experience, getting that initial sale is key to the long-term success of any reseller relationship. But, when a resellers starts reselling a new product, there is usually a pretty steep learning curve.

This is especially true when the reseller must learn a new sales process. At HubSpot, the most successful CAMs were sales reps that sold our product to direct customers first. They were always very comfortable jumping on a joint sales call with a reseller and their prospect. She goes above and beyond. Every time we ask her for support, she steps up to the plate.

From working directly with our sales team, to working with prospects alongside us, Jill has always been there. In the beginning, as I suggested above, resellers often need their Partnership Managers to jump on sales calls with them.

Also, the sales process, when done well, allows resellers to establish their own credibility. Therefore, having someone do it for them is not ideal, especially if they are going to be the ones servicing the client on an ongoing basis.

The best CAMs invest time in training and coaching their resellers to be able to independently resell their software. He's constantly available as a resource and is proactive about it. Besides joining calls, he also works with me on improving my ability to sell. While product knowledge is key to reselling products, it is often done by others besides Partner Relationship Managers.

It can sometimes be done in workshops via specialized trainers or via another person in a separate role altogether. On-demand video has also played a bigger and bigger role in training resellers. All that said, some Channel Account Managers provide quite a bit of product training, especially as it relates to implementing and selling the product.

Mailchimp is a great example given they offer a generous free version of the product that does not require a complicated sales process. Notify me of follow-up comments by email. Notify me of new posts by email. This site uses Akismet to reduce spam. Learn how your comment data is processed. Contact Support Ask Spend Matters! How to Get Started To kick off a strategic partnership program, an executive sponsor is selected from within every strategic partner and from inside the organization.

Realizing the Benefits We are now just over 18 months into our strategic partnership program and just starting to see the real benefits. Long-Term Strategic Partner Initiatives Managing the strategic partner initiatives has led to some quick wins, but there are also initiatives that are more complex in nature and will take longer accomplish. Examples of initiatives already showing results include: Co-Marketing. Nielsen has participated in speaking engagements at numerous partner conferences, and partners have participated in Nielsen engagements and training seminars.

These engagements have put both the brands of Nielsen and our partners in positive lights internally and with the public. Joint Innovation. If you would like to schedule a meeting to discuss the application process or your proposal prior to the deadline, please send an email to Rachel Jenkins at rjenkins nctcog. Possible Points. Does it intend to serve transit-dependent populations? Strategic Value and Innovation Is it an innovative project that serves an immediate need?

Program management is more than a collection of similar projects or organizing projects under the same umbrella. Effective program management ensures people and teams are focused and collaborating across departments who are working together to achieve a shared strategic vision. Multiple programs run concurrently, each meant to create change in the organization to foster growth through innovation and market expansion, digital transformation, and efficiencies. Executing on strategy is difficult due to some uncertainty.

Program managers across the organization focus on ensuring alignment to priorities and shifting as priorities change. Because projects often compete for resources in terms of people and dollars, program management must also balance those resources across projects.

Program management enables the organization to fund, prioritize, optimize resource capacity, and manage interdependencies and conflicts. Program managers are viewed as strategy execution leaders and have deep knowledge about current organizational capabilities. Program management thrives in organizations that embrace uncertainty, leveraging continuous planning as a part of their strategic roadmap and portfolio funding process.

From idea to delivery, programs are vital to successfully integrating strategy with delivery. Program management and project management might sound like similar practices, but they are very different. Program management is common in larger, more mature enterprises mainly because the need is greater as organizations scale, and driving change requires more cross-organization coordination.

Programs have a set of outcomes to achieve one or more strategic business objectives. There is often dependencies and uncertainty around the work to be done. They cross silos, require alignment of resources, and result in change to the organization.

Project management refers to the coordination and oversight of a set of tasks completed to produce a result and that result is directly aligned with the program it falls under.

Common project management tasks include defining a detailed project plan, managing a project budget, allocating and assigning resources, and generating reports indicating status against schedule and budgets. Projects often have a defined budget, scope, and timeframe to be completed. Projects also have metrics and goals which determine their success and failure — typically on time and on budget. The key difference between program and project management is the scope.

While program management focuses on the broader strategy, continuous improvement, and benefit realization, project management focuses on the specific tasks, deadlines, and tactical execution necessary to achieve the overall program goals.