Sales and marketing are very different disciplines. Sales, sales management, and channel management are very different specialties, too.
Top sales reps often have a natural gift, which can be enhanced, even unleashed, through effective training, incentives, and guidance. Most great reps focus on the customer and have excellent interpersonal skills. You need them on your team, but not necessarily running your sales organization.
Many organizations “promote” their top sales reps into management positions, yet do not properly equip or support them for this transition, doing no one a favor. Effective sales management requires getting results through others. Top managers spend time tracking and analyzing results, then providing the proper motivation and intervention in just the right way at just the right time. It is a different art than traditional selling, though great sales managers typically were successful sales reps.
Developing and managing a third party or channel program is an entirely different undertaking. There are plenty of good programs to model, but which pages should you pull from their playbooks?
RevGen was built with these dynamics in mind. How can we help you grow?
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