Vendors seeking growth through partners must manage relationships, match priorities: New report

November 21 2013

Let's say you are a software vendor and you've set up a partner channel to broaden your reach into new industries and new geographic territories. You believe you have put the right elements in place - incentives, certification, technical support, even some added marketing investments. But something isn't clicking: partners - either VARs or ISVs - are missing their targets and seem to be at risk of losing focus on the opportunity you still see before you.

About Jason Gumpert

As the editor of, Jason oversees all editorial content on the site and at our events, as well as providing site management and strategy. He can be reached at

Prior to co-founding, Jason was a Principal Software Consultant at Parametric Technology Corporation (PTC), where he implemented solutions, trained customers, managed software development, and spent some time in the pre-sales engineering organization. He has also held consulting positions at CSC Consulting and Monitor Group.

More about Jason Gumpert

Comments's picture

I expressed my opinions on this matter in a recent post here:

jgumpert's picture

Scott, thanks for sharing. Your observations seem to line up with the Mint Jutras survey in many places, with some other interesting dont's (like avoiding direct competition) and do's (like certifications).