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    In-house training · 2 days · Channel & indirect sales managers

    Your partners have other priorities.
    Yours is to make sure they choose you.

    75% of global trade flows through indirect channels. Yet half of partner programmes fail because partners are not actively selling.

    Book an assessment call: 30 min
    What your channel managers experience
    S
    Sandrine, 42
    Channel Director · IT mid-market company · 8 years managing reseller networks

    Sandrine manages 40 resellers. Of those 40, around ten generate 80% of revenue. The rest are active on paper but quiet in practice. She has introduced discounts, incentives and a partner portal. Yet the deals still come from the same resellers.

    The problem isn't the number of partners. It's that her partners don't know how to sell her solution. They offer it when a client asks for it. They never recommend it.

    The result: Sandrine spends her life chasing deals her partners should have identified themselves. She co-sells, follows up and fills the gaps. She does the selling for the network she is supposed to lead. She isn't driving the network. She's carrying it.

    The real problem: her partners have no strategic reason to prioritise her. Not because they're bad. Because no one has given them the right tools to justify, internally, why this solution deserves to be pushed as a priority.

    Sandrine doesn't have a network problem. She has an activation problem. That's precisely what this training addresses.

    What the numbers say
    0%
    of global B2B trade goes through indirect channels
    — Forrester, 2024
    Indirect sales is not an add-on. It is the dominant model. Managing it well is a strategic skill.
    0%
    of partners in a typical network generate almost all the revenue
    — Gartner, 2024
    80% of partners are active on paper. Passive on the ground. The issue isn't recruitment, it's activation.
    +0%
    performance gain for partners who received structured enablement
    — CSO Insights, 2023
    Partners contribute more when they have the right tools and you understand their needs. Training is one of the most underused ways to improve channel performance.
    The assessment

    Four signs. One partner activation problem.

    Behind each of these situations, the same blind spot: managing partners without ever really activating them.

    SIGNAL 01

    “The same 10% of partners generate 90% of revenue.”

    Not because the others are bad. Because they've never received the right tools to prioritise your solution over their other suppliers. Activation is missing, not willingness.

    Learn more ↓
    SIGNAL 02

    “You do the selling your partners should be doing.”

    Your channel managers end up doing the sales work their partners should be doing. Engagement, follow-up, qualification. You have a network on paper. A network of dependency in practice.

    Learn more ↓
    SIGNAL 03

    “Your partners respond to demand. They do not recommend your solution.”

    They respond to inbound requests. They don't create opportunities. The difference is huge. An advocate identifies the need before the client states it. Your partners wait to be asked.

    Learn more ↓
    SIGNAL 04The costliest

    “Channel conflict paralyses your direct and indirect teams.”

    Your direct salespeople and your partners tread on each other's toes. No clear rules of the game. No defined territories. Unspoken tensions holding back both channels. The indirect channel becomes a managerial problem as much as a commercial one.

    Learn more ↓

    A partner network needs more than management. It needs partners who actively sell.

    Most channel programmes fail not because they lack partners, but because those partners are never properly activated: they don't know why they should prioritise you or how to make the case for your solution to their own customers. This training gives them the tools to do it, and your teams the skills to support them. That's the difference between a network that distributes your solution and one that actively recommends it.

    The programme

    Two days. Working with your actual network.

    Each participant brings their own partner portfolio. It forms the basis of the entire training programme.

    Day 1

    Understand. Activate. Co-sell.

    Partner priorities · Business case · Co-selling techniques
    • Opening: mapping your current network. Active, passive and high-potential partners. The 80/20 rule of your channel.
    • Morning: Understand how partners make money. Their priorities, constraints and selection criteria. Why they would prioritise you, or not.
    • Midday: Build the partner business case. Work together on the internal case for your solution.
    • Afternoon: Co-selling techniques. How the channel manager works in client meetings. Support partners without selling for them.
    • Day 1 action plan: 3 targeted partners, 3 personalised activation plans.
    Day 2

    Manage. Recruit. Engage.

    Channel conflict · Onboarding · Network engagement plan
    • Morning: Manage channel conflict. Agree how direct and indirect teams work together: territories, protected deals and escalation routes. Turn tension into cooperation.
    • Midday: recruiting and qualifying a new partner. Selection criteria, sales onboarding, first 90 days.
    • Afternoon: building a network engagement plan. Partner QBRs, effective incentives, channel dashboards.
    • Final deliverable: each participant leaves with their 90-day network activation plan, built on their own portfolio.
    Qualification

    Right for you. Or not.

    We would rather be clear than tell you what you want to hear.

    Yes, it's for you if

    • You manage a network of resellers, distributors, agents or integrators in B2B.
    • You are the CEO, Sales Director or Channel Manager of an SME or mid-market company.
    • Less than 30% of your partners generate most of your channel revenue.
    • You want to move from administrative oversight to helping partners sell actively.
    • You have unresolved tensions between direct and indirect channels.
    • Each participant comes with their own partner portfolio: that's the condition for immediate impact.

    No, not for you if

    • You don't yet have an indirect network in place.
    • You are looking for generic training in direct sales techniques.
    • Your model is exclusively direct and you don't plan on an indirect channel.
    • You want slide-heavy training for a certificate, with no practical application.
    Ways of working

    Practical information

    Target audience
    Channel Managers, Sales Directors, Indirect Sales Managers · 4 to 10 participants
    Prerequisites
    Experience managing a B2B partner or reseller network · Active partner portfolio
    Duration
    14h (2 days) · In-house · In-person + Remote (kick-off and D+30 follow-up)
    Training approach
    Workshops on your own portfolio · Co-selling simulations · Activation plans built during training
    Assessment
    Initial network review · Channel role-play · Presentation of the day 90 activation plan · Assessment immediately after training + day 30
    Time to start
    3 to 5 weeks
    Pricing
    On request · Skills development plan

    THE TRAINING PATH

    Related sales training

    The partner business case

    STRATA™

    Your partner needs to champion your solution internally.

    The value architecture layer to co-create a business case your partner can champion.

    View consultative selling training

    Strategic partners

    ANCHOR™

    Your key partners deserve a real account plan.

    Management, quarterly reviews and growth over 24 months.

    View strategic account training

    For your sector: IT & telecomsIndustry

    Next step

    A call. Not a pitch.

    30 minutes to understand your network, identify what's blocking partner activation and assess whether this training is the right fit. If it isn't, we'll tell you.

    Discuss my situation

    In-house · 4 to 10 participants · Quote on request after a call
    One email. A reply within 24 hours.