Design the retention and win-back approach for indirect partner performance.
Building Systems to Measure Indirect Sales Partner Performance
Learn to design, measure and defend your organisation's approach to indirect partner performance.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Discounting solves a problem in indirect partner performance today and creates a larger one next quarter. Activity in the marketing and commercial practice capability is easy to generate and easy to mistake for progress. The course gives participants a defensible structure for this aspect of marketing and commercial practice and the judgement to adapt it. The level assumes working familiarity with the commercial team but no prior formal training in indirect partner performance. Benchmarking exercises repeatedly place the marketing and commercial practice discipline among the areas with the widest performance spread. Participants test their assumptions about this strand of marketing and commercial practice against scenarios designed to break weak ones. The course leaves participants able to diagnose weaknesses in indirect partner performance before they become incidents. Buying a tool rarely fixes the practice within marketing and commercial practice; the underlying capability has to be built internally first. The closing exercise tests whether the participant's plan for this part of marketing and commercial practice survives a hostile question.
Expected Learning Outcomes
Establish what evidence would demonstrate that indirect partner performance is under control.
Structure pricing for indirect partner performance to reflect value rather than cost.
Test creative and messaging on indirect partner performance before committing budget.
Structure records of indirect partner performance so that they answer the questions an auditor will actually ask.
Review contracts and agreements for the obligations they create around indirect partner performance.
Design the customer journey for indirect partner performance across the touchpoints that actually influence the decision.
Who Should Attend
Compliance and governance staff whose remit includes indirect partner performance.
Account managers responsible for retention within indirect partner performance.
Risk managers assessing the exposure created by indirect partner performance.
Founders and owner-managers running indirect partner performance personally.
Commercial analysts measuring performance of indirect partner performance.
Digital marketing specialists executing indirect partner performance.
Course Modules
Indirect partner performance: positioning and the honest claim
2 sessions · 8 pointsSession 1Making indirect partner performance work when resources are constrained
- Structure pricing for indirect partner performance against perceived value.
- Estimate the resource indirect partner performance requires to run as designed.
- Draft the minimum viable go-to-market plan for indirect partner performance.
- Anticipate the objections indirect partner performance will raise and prepare the answers.
Session 2Keeping customers acquired through indirect partner performance
- Design the retention action triggered when a customer of indirect partner performance goes quiet.
- Script the three most common objections in indirect partner performance and the responses.
- Select channels for indirect partner performance based on evidence, then cut the rest.
- Document the sales process for indirect partner performance so a new joiner can follow it.
Indirect partner performance: the customer journey and decision points
2 sessions · 8 pointsSession 1Building the method for indirect partner performance step by step
- Define qualification criteria that disqualify quickly in indirect partner performance.
- Test creative for indirect partner performance at small scale before full commitment.
- Agree the attribution model for indirect partner performance and state its known limits.
- Rehearse the briefing on indirect partner performance that would follow an incident.
Session 2Choosing channels for indirect partner performance on evidence
- Write down the assumptions underpinning the approach to indirect partner performance.
- Establish what evidence demonstrates indirect partner performance is under control.
- Write the positioning claim for indirect partner performance and test whether a competitor could say it too.
- Agree the indicators that will show whether indirect partner performance is improving.
Indirect partner performance: audience definition and segmentation
2 sessions · 8 pointsSession 1Escalation and decision rights in indirect partner performance
- Map the decision journey for indirect partner performance and mark where the choice is actually made.
- Remove steps in indirect partner performance that add effort without adding assurance.
- Describe the buyer for indirect partner performance specifically enough to name who is excluded.
- Check that records of indirect partner performance answer the questions likely to be asked.
Session 2The claim about indirect partner performance competitors cannot copy
- Measure lifetime value from indirect partner performance, not just first purchase.
- Agree the smallest change to indirect partner performance that would be visibly useful.
- Rank the weaknesses in indirect partner performance by consequence rather than by ease of fixing.
- Compare cost of acquisition against value in indirect partner performance.
Indirect partner performance: channels, content and creative
2 sessions · 8 pointsSession 1Handling the objection to indirect partner performance that ends most conversations
- Build the content that answers the buyer's real question about indirect partner performance.
- Assign responsibility for keeping documentation of indirect partner performance current.
- Build the competence framework that supports indirect partner performance.
- Test the procedure for indirect partner performance against a realistic scenario.
Session 2Defining the audience for indirect partner performance narrowly enough to matter
- Set the review interval for indirect partner performance and who attends.
- Build the report on indirect partner performance that answers whether to spend more or less.
- Confirm that contractual obligations around indirect partner performance are understood.
- Set the discount authority for indirect partner performance and require justification.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.