The SiriusDecisions Channel Operating Model is a comprehensive framework on the key processes and activities, by function, required to build, manage and grow a successful indirect business. As an agency, we use it with many of our clients when developing content and programs aimed at partners or their buyers.

The model originally debuted back in 2015 as the SiriusDecisions Channel Program Model and has undergone some minor revisions. In September 2017, a new version of the model was released. 

We will periodically feature a new B2B marketer answering questions about their job, their best tips, their B2B skill set, and showcase their marketing and career advice.

This month we are excited to feature Seth Lieberman. Seth is the CEO of SnapApp, a company that helps marketers create engaging, interactive content. As an agency, we are fans of SnapApp because we create a lot of content for tech and FI clients that are looking for something better than the traditional, boring whitepaper.

There is a clear demand for your SaaS product as a steady flow of users have signed up for a free trial account. However, you’ve done the math and you’ve done some research on industry benchmark rates for trial conversation and your month over month lead conversion rate isn’t where it should be. 

So it’s time to stop focusing on demand generation and it’s time to start putting more attention on getting these trial users converted into paid users.

Ever been on a conference call? Then it’s highly probable that you smiled, laughed or smirked when you recently came across a picture of a bingo card with the squares filled out with common phrases and faux pas that we’ve all heard. It’s also highly probable that you shared it.

The author of Conference Call Bingo is E Gilliam. She’s the Head of Creative Services at Equinix. I met her in the December of 2016 and I was immediately struck by her easygoing nature and her sense of humor.

What percentage of your total revenues are sourced by your partner channel? Is there an opportunity to grow this number?

Regardless of how you answered the 1^st question, I’m sure the answer to the second question is a variation of “of course there’s an opportunity to grow it, but our channel team is really small and it’s hard to get the attention of our partners!”.

We will periodically feature a new B2B marketer answering questions about their job, their best tips, their B2B skill set, and showcase their marketing and career advice.

This month we are excited to feature Linda Crowe the VP of Digital Marketing at Brightcove. Linda is extremely passionate about video marketing. Before joining Brightcove in early 2015, she headed up video marketing at Sun Microsystems and Oracle for 8 years (back when typical video quality was consistently inconsistent). She leads the marketing team at Brightcove and is known for understanding and applying ‘modern marketing’ principles to achieve the strategy she has created for her team.

Remember that childhood game where your class would line up and someone would whisper something into the first kid’s ear, then they’d turn and whisper it to the next one in line? The goal, of course, was to have the same “secret” come out at the other end. However, what was often revealed would barely resemble the original comment.

We will periodically feature a new B2B marketer answering questions about their job, their best tips, their B2B skill set, and showcase their marketing and career advice.

This month we are excited to feature Anne Renehan, a Sr. Product Marketing Manager with Adobe Creative Cloud, who has experienced much personal and company growth in her 5 years at Adobe. She recently worked on the Adobe Stock service which has very quickly become heavyweight in the industry. As someone who’s always looking to add new skills and experiences to her repertoire, she recently transitioned to a new role to support the video market.

We’ve heard again and again from technology companies (and even some of our larger clients) that they were not getting what they needed from many of their agencies. They were too slow, too expensive or simply not understanding their business well enough to add value. In short, they weren’t evolving fast enough to meet the changing needs of their clients.