Let's End Weenie Lead-Generation Programs And Drive Some Sales

Once and for all, vendors have to admit that the leads they are passing off to solution providers suck. And solution providers have to admit that we are never going back to the days when product sales drove business and generated margins that enabled them to meet payrolls.

What we need is a rethinking of the roles of all parties. Then we need new programs that capitalize on those modified roles, backed by money that has been redirected from areas that do not perform. I believe the money wasted on underperforming lead-generation programs ought to be funneled into activities that generate sales and profit for all those involved.

Let me propose a partial solution. In order to do that, we first have to establish a base from which we can argue the point.

The role of the vendor, be it a software or hardware manufacturer, is simple: Put out the best possible products at the best possible prices.

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The role of the channel is multitiered but can be broken down into some simple classifications. The role of distribution is to aggregate an audience of solution provider buyers, buy products in bulk from vendors, and then break it into smaller lots and sell it to VARs,all while providing credit, technical expertise and other services. This has to happen fast. The solution provider's role is to ferret out the end-customer's problem and then design, construct and deploy the best solution for the best price.

There are all sorts of arguments you can make about how life isn't as simple as that, but fundamentally these are the roles.

What we need to emphasize more is the sales part of the process. In the end, nothing happens until something is sold. Someone has to sell something before the other wheels can begin turning.

There are many solution providers that have good sales organizations. There are others that boast good technical disciplines. The trouble is, both traits often do not reside in the same organization.

'What we need in this industry is some innovation in go-to-market strategies and not merely another retweaking of the same old programs and models of the past.'

A number of years ago I knew a solution provider in the New York area who determined that he was better at sales than he was at implementation. To concentrate on this strength, he sold his business and began selling for other solution providers in the Northeast corridor. They paid him a percentage of the profits for closing deals, and then stepped in to handle the integration.

That approach is worthy of a closer look, in my opinion, and redirecting the money currently flowing into ineffective lead-generation programs just might be the best way to fund it.

What the industry needs is an up-front sales organization that does nothing but sell. Once the sale is made, the implementation partner steps in and takes over. Just where this sales team will reside is the question.

It might reside in distribution, perhaps as part of the vibrant Ingram Micro VentureTech program or within Tech Data's TechSelect initiative.

Or the program could potentially reside in a vendor channel sales organization. Or it could be a separate business opportunity for enterprising solution providers.

Something like this would obviously be far more difficult to pull off than I have made it sound here. The fact remains, however, that current lead-generation programs simply don't work, and there are a lot of solution providers out there that need to improve their selling skills. The dollars are available, they are just being misdirected.

Make something happen. I can be reached at (516) 562-7812 or via e-mail at [email protected].

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