- Career advice
- How did you get into BD/Partnerships?
- Partnership strategies
- What's the most novel distribution idea?
- What type of resellers does Bench have?
- What have you found success with in comarketing?
- How do you prioritize partnerships opportunities?
- What kind of revenue splits have you seen with partners?
- What was the single most effective online channel you harvested from?
- Measuring success of partnerships
- What is the portion of revenue coming from partnerships?
- How to measure the impact of partner sourced, partner attached, and partner influenced?
- Organizational structure
- Where should the partnership team (or person) live?
- How did you structure the BD/partnership team at Bench?
- How does the product team influence who to partner with?
- Open or closed ecosystems?
- Should you allow partners to build competing products?
Scott is one of the most experienced business development executives in SaaS. Our members certainly took him up on the opportunity. Below you'll find a summary of the conversation.
Want to schedule 1:1 time with Scott? Ask for an introduction to Scott through our Advisors program.
Table of Contents
How do you communicate the value of each of these to the revenue executive?
How do you measure individual performance and use that for compensation?
I think part of my question comes from working in an environment where it's more difficult to measure the value of partner attached and partner influenced. Revenue rules all, right, and if a partner can unlock a deal for the sales team, it's a win. But attributing that win specifically to the partnerships team is more difficult.
We used Mixpanel (with a lot of set up) for tracking success from partnership initiatives. It gave us a pretty good measure of impact between partner sourced, partner attached, and partner influenced. We kept in mind that there’s always going to be overlap but the data was good enough to tell us where we needed to focus our efforts and resources.
Marketing worked the least well - technical integration partners, which are the kinds I focus on, then not to drive a lot of web traffic.
Sales was 2nd worst - integration partners tend not to drive a lot of revenue or sales qualified leads.
Product Management and OCTO were much better - they are more “overarching” departments, where the various benefits of integration partners and developer ecosystems can best be realized.
On the other hand, if anyone can build anything, there is the possibility that someone will build something that competes with one of the platform’s selling propositions.
In my case, our platform is open core - we have a free, open source version, and a paid version with extra features. My leadership team has expressed concerns that the community will build things on top of our free version that compete with our paid version.
How do I resolve this tension of wanting to have an open and vibrant ecosystem, with wanting to not help others compete with us?
Another strategy (e.g. Redhat) is to embrace the community ecosystem and not compete with it, but then provide quality control and improvements to what’s out there in the world. Customers are paying you for quality.
Does your management have peers in the paid open source space? There are a bunch of nuances