I’ve spent more than two decades working with technology advisors, distributors, master agents, suppliers, and channel leaders.
One pattern shows up over and over again.
Startups build a channel program…but operate it like a direct sales organization.
That’s the first mistake.
Partners are not an outsourced sales force waiting to memorize your product. They’re trusted advisors helping clients solve business problems. Your product is simply one possible answer.
If your program requires extensive product training, complicated quoting, lengthy approvals, or multiple steps just to register an opportunity, you’ve already created friction.
Partners have options; lots of them. And friction kills momentum.
Something I’ve come to believe over the years is this:
Every point of friction is an invitation to choose another supplier.
It’s a simple principle, but one worth remembering. In fact, if I were building or leading a channel organization today, I’d be tempted to post that phrase where every channel sales, operations and support team member sees it every day.
Because every unnecessary step, every delayed response, and every cumbersome process is another opportunity for a partner to take the path of least resistance.
When two solutions accomplish roughly the same outcome, they’ll usually choose the one that’s easier to understand, easier to position, and easier to transact.
The path of least resistance almost always wins.
Margins matter.
Relationships matter.
But velocity matters just as much.
Every unnecessary approval…
Every complicated deal registration…
Every manual process…
Every delayed response…
…is another reason for a partner to recommend someone else.
The best channel programs aren’t simply generous.
They’re easy.
Because great partner experiences create repeat behavior.
That’s how ecosystems grow.
Real BR Takeaway: If your partners have to work harder to sell your product than your competitor’s, your channel strategy isn’t your competitive advantage. It’s your biggest obstacle.
