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Channel Strategy

A distribution strategy is among the most enduring decisions a business makes.   

Wayne Thomas wrote the book on the telecom channels: Sales Agency Handbook which was published in 1997 by Nortel and is now in use on 3 continents, and is available at no charge to Nortel customers.

Product parity, ever-fragmenting end-user segments, relentless competition, technology, and the increasing expense of relying solely on internal sales channels are forcing firms to develop alternate channels for market coverage. Many are achieving highly cost effective results.

Key Benefits

Increase sales with targeted market coverage
Minimize fixed sales expense
Capture markets and distribution ahead of competition

Capabilities

Create new alternate channel programs
Improve competence and commitment of direct and indirect channels
Sales force sizing
Drivers for competent and committed channel partners
Hybrid channels
Direct vs. indirect distribution strategies
Identifying and recruiting the best channel partners
How to manage channel conflict
Compensation and channel finance

 

Why Thomas & Company, Inc.

Wayne Thomas was chief marketing officer of two firms--Computer Telephone Corp. (CTC Communications) and USTeleCenters that became the first successful national distribution channels for RBOC products and services.

Since then, he has consulted internationally with LECs, CLECs, Resellers, and Agents to develop effective direct and indirect channels.

Currently a candidate for the Doctor of Business Administration Degree (D.B.A.) and holder of an MBA, he has completed graduate executive programs in Sales Management, Marketing, and Channel Productivity at Columbia University and at the Kellogg School of Northwestern University.

Marketing Channel Consulting Projects

 

Client Need

Results
"Help us create a telecom sales agent strategy that minimizes conflict with our direct channel"

 
Crafted new sales agent program
Targeted segments not well covered by the direct channel 
Worldwide chemical company wants to improve sales through their direct channel.
Transferred sales skills through a Managing Major Accounts training program.
"How does my third-party channel program measure up to others available nationally."
Provided comparisons of key program success factors
Productivity
Compensation
Contract provisions
Clients confused with 3 direct channels calling on them--the "silo" problem.
Created interdepartmental marketing council
Action plan to coordinate sales and marketing activities
A manufacturer wants to stimulate leads and sales for its telco customers worldwide.
Thomas and Company writes a book for the manufacturer's worldwide customer base.
Helps their customers create alternative channel programs
Stimulates voice and data sales.
"Evaluate and suggest quality improvements to our telemarketing channel. We're getting too many complaints and retention is sliding."
Recommended consolidation
Constructed ongoing review process
Lowered complaint and loss levels.
Sales improved.
"Help my channel managers improve their results. Teach them how to manage their agents."
Clarified tactics market by market.
Developed relevant measurements.

 

 

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Send mail to Wayne@ThomasAndCompany.com
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