New partners tend to sign contracts with a new supplier either because they have made a strategic decision to add complementary services to their portfolio, or they are working on an opportunity which requires services they do not sell.
The first scenario is often driven by the senior management team, engaging departments as required, to help onboard a new product. They have a clear idea on who their target audience is, their requirements and price points to win business. They are familiar with competitive offerings and are keen to leverage USPs. They know how to package and position solutions to gain competitive advantage, and are quick to act.
These partners are happy to use white-label marketing materials to enhance their own website, campaigns and sales literature. They focus on the products that exactly meet their requirements and quickly skill-up, in order to sell, provision bill and support. They track their success financially and put pressure on suppliers to ensure they continue to win, in changing market conditions.
The second scenario is driven by a current opportunity. Pricing is key as well as a successful test of the product. If the testing goes well and the commercials cost-in, orders are placed as and when they are needed. If deals are successful, they may be productised. Focus is often on the original deal and case studies and testimonials crafted to support sales and marketing campaigns to win similar deals.