Partnership and Channel are not the same thing
In this opinion piece, Peter Fogelsanger argues that the common practice of treating partnerships as merely another sales channel is a mis‑understanding that hampers growth for enterprise‑type software and SaaS companies. He cites the Merriam‑Webster definition of a partnership as a relationship involving close cooperation, contrasting it with the typical channel model that treats partners as distant lead sources. The article explains that enterprise products are complex, configurable, and require nuanced sales processes, making a simple lead‑generation channel ineffective. As product innovation accelerates, these challenges intensify. Fogelsanger proposes that true partnerships—characterized by co‑selling—leverage the partner’s market insight and the vendor’s product expertise, creating a virtual extended sales team that boosts scale and close rates. The piece calls on CROs and partner executives to shift from a commoditized channel mindset to a collaborative partnership model to unlock growth.
Topics
Misconstrued Equivalence: Partnerships vs Traditional Sales Channels
Explains how many IT leaders conflate partnerships with channels, using dictionary definitions and industry history to highlight the conceptual error.
Enterprise Product Complexity Demands True Partnerships
Details why complex, configurable, high‑innovation SaaS and systems require close cooperation rather than simple lead‑generation, citing factors like customization, competition, and implementation needs.
Co‑Selling as a Scalable Growth Engine
Advocates for co‑selling partnerships that combine the vendor’s product expertise with the partner’s buyer insights, positioning this model as a way to increase sales velocity and close rates.