Struggling with channel partner recruitment? You don’t need more partners; you need the right ones. Write an ideal partner profile first, then source, screen and onboard against it.
This guide is part of a series on the channel partner program.
| Item | Value |
|---|---|
| Forrester analyst post on ideal partner profiles | Published Jul 14 2017 |
| Median share of revenue sold through the channel, low-ACV products | 10% |
| Median share of revenue sold through the channel, medium and higher-ACV products | around 23% |
| Horizontal SaaS companies running a channel program | 60% |
| Vertical SaaS companies running a channel program | 40% |
Figures come from the SaaS Capital survey write-up and a Forrester blog post. They can change, so check the sources before you rely on them.
Why recruitment quality matters more than partner count
Every partner you sign costs time in onboarding, training and support. A partner who never sells still uses that time.
Forrester’s analyst argued that selection deserves the same care as hiring: “Like hiring a new employee, accurate channel partner selection requires knowing what you are looking for and what you expect them to do.” The same post says many organizations make bad choices in the partners they allow into their programs.
Channel is also not equally useful everywhere. In the SaaS Capital survey, sixty percent of horizontal companies ran a channel program, against only 40% of vertical companies. Among companies with $3 million in ARR and above that sell some of their product through partners, the median share of revenue sold through the channel was 10% for low-ACV products and around 23% for medium and higher-ACV products.
Build an ideal partner profile first
Forrester describes an ideal partner profile as something to treat as a requirement, not just a best practice. It compares it to “a job description for hiring new partners that are engaged, productive and profitable.”
Start with the data you already have. Forrester advises looking at your current partners, focusing on the most successful ones, to find common attributes that can serve as performance predictors.
Do not simply copy your best partner. The same post says the attributes you require should depend on where your company is going and not where it has been.
What a useful profile covers
- Customer overlap: do they already serve the buyers you want?
- Capability: do they have the technical and delivery skills to sell, implement and support your product?
- Complementary offers: does what they sell fit alongside yours, or compete with it?
- Commercial health: are they stable enough to invest in a new relationship?
- Willingness to commit: will they train people and put a named person on your product?
Keep a short list of non-negotiable gates, and score the rest on a simple scale so selection is less subjective.
Where to find candidate partners
Begin with the places where fit is most likely to show up already:
- Your best customers and the firms that advise, implement or resell for them.
- Partners of adjacent, non-competing products who already reach your target buyer.
- Referrals from your current top partners.
- Inbound applicants, screened against the same profile as everyone else.
Inbound interest feels flattering, but it is not proof of fit. Run applicants through the same gates as partners you pursue yourself.
How to screen and qualify candidates
A short conversation reveals more than a form. Ask how they win customers today, who their last three clients were, and which products they would put your offer next to.
Then test the commercial case from their side. A partner will only prioritise you if the economics work, so be ready to explain margin, support and how deals are protected. Reading about channel partner incentives will help you design the reward side of that conversation.
Finally, check references. Speak to one or two of their existing vendors or customers if they will allow it, and ask how the partner behaves after the sale, not just before it. Reliable delivery after the sale protects your reputation as much as theirs.
Write down your decision and the reasons behind it, whether you accept or decline. That record lets you refine your screening over time and explain a refusal clearly to a candidate who is not yet ready.
- Do they have a clear plan for the first deals, not just enthusiasm?
- Can they name the people who will sell and support your product?
- Do their customers match your profile?
- Are they conflicted by a competing product you cannot work around?
Make your offer worth a partner’s attention
Good partners have choices. They are usually busy selling several products, so your proposition has to show why yours deserves their limited time.
Before you approach anyone, write down what a partner gets from working with you. Be specific and honest, because experienced partners will test every claim.
- Margin and revenue model: how they earn on the first sale and on renewals.
- Customer demand: proof that buyers want the product, such as named customer wins.
- Support: who answers technical and commercial questions, and how fast.
- Sales tools: pitch material, demos for their own use and clear pricing guidance.
- Deal protection: how you handle overlap when you and a partner meet the same buyer.
If you cannot fill this list convincingly, fix that before recruiting more. A weak proposition attracts only partners who have little else to sell.
Common recruitment mistakes to avoid
Most recruitment problems come from a few repeat patterns. Spotting them early saves months of wasted onboarding.
- Recruiting for volume: a long partner list looks impressive but spreads your support thin.
- Skipping the profile: without written criteria, selection drifts toward whoever answers first.
- Ignoring conflicts: a partner that already sells a direct rival may never give you priority.
- Over-promising: inflated forecasts at signing damage trust when the first quarter disappoints.
- No owner: if no one inside your company is responsible for each partner, early momentum fades.
Forrester’s post notes that very few companies are getting the full benefit of an ideal partner profile, which suggests that simply using one puts you ahead of many peers.
Onboard, track and adjust
Recruitment does not end at signature. The first weeks decide whether a partner becomes active, so agree early on training, a first target account and a named contact on each side.
Record how each partner was found, how they scored and what they later produced. Using a system for partner relationship management makes that comparison easier than scattered spreadsheets.
A simple onboarding plan keeps the early weeks focused:
- Hold a kickoff that covers the product, ideal customer and the partner’s own goals.
- Complete core sales and technical training for the people who will actually work on your product.
- Agree on a short list of target accounts and a joint plan for the first opportunities.
- Review progress regularly and remove blockers quickly, such as unclear pricing or slow support.
Partners who stay quiet after training are a signal, not a mystery. Ask them what is getting in the way, and be willing to part ways with those who show no intent to sell.
If recruits keep underperforming, the problem is usually the profile or the sourcing, not the partners. Revise the profile with what you learn.
Frequently asked questions
What is channel partner recruitment?
It is the process of identifying, qualifying and signing the resellers, referrers or service firms that will sell or deliver your product, measured against a defined ideal partner profile.
What is an ideal partner profile?
Forrester likens it to a job description for new partners: a list of attributes that predict an engaged, productive and profitable partner.
How do I build the profile?
Look at your most successful current partners, find what they share, and adjust for where your company is heading rather than where it has been.
Should every company recruit channel partners?
No. In the SaaS Capital survey, channel programs were more common among horizontal products (60%) than vertical ones (40%), so check whether your market suits it.
