Instead, they’ve just slapped a new label on business as usual.Traditionally, a manufacturer’s sales rep met annually with the retailer’s buyer to discuss operating plans, including basic logistics and pricing, and the relationship that grew out of that was transactional, tactical and, inevitably, adversarial.Set up processes to get plans back on track, and bear in mind that your business must be aligned with future direction of the vendor.
That is very often one of the deciding factors that we will look at when making a selection in terms of whether we go to market with that vendor or not.""The strategy that you have on day one for your partner program is most likely not going to be the strategy that you have on day one hundred fifty.
Allow yourself to in check in with yourselves as a company, check in with your partners, do a gut check, and make sure that the strategy that you're taking to move forward is the correct one.""Organizations tend to look at the customer journey only.
On the partner's side, a person should also be held accountable for the plan because the status of the partner in the provider's eyes will rest on successful execution. True partnerships work on the premise of shared risk and reward.
Both parties must be prepared to accept that plans can go off course.
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to have a productive and meaningful discussion about joint business planning between consumer goods companies and retailers is to establish early on that everyone is talking about the same thing.“It would be interesting to put a stake in the definition of what we mean when we talk about JBP.” What came into focus is a vision of next-generation joint business planning, shaped by current and projected disruptions in retail.Modeling the JBP process of the future is beyond the scope of this article, but from those interviews, By definition, JBP is collaborative, but in practice, manufacturers and retailers often aren’t truly collaborating.It takes time, as well as business planning and negotiation skills.On the provider's side, the channel manager must be accountable for the joint plan and should be remunerated on success or failure.Business planning with your strategic vendors will ensure closer alignment to mutually agreed goals, optimal allocation of resources and improved sales execution.For technology providers that operate an indirect sales strategy and generate significant revenue from third-party partnerships as part of their go-to-market approach, business planning with strategic channel partners pays off in improved sales performance.But we must do the same for our partners and analyze the touchpoints we have with them as well..pass_color_to_child_links a.u-inline.u-margin-left--xs.u-margin-right--sm.u-padding-left--xs.u-padding-right--xs.u-absolute.u-absolute--center.u-width--100.u-flex-align-self--center.u-flex-justify--between.u-serif-font-main--regular.js-wf-loaded .u-serif-font-main--regular.amp-page .u-serif-font-main--regular.u-border-radius--ellipse.u-hover-bg--black-transparent.web_page .u-hover-bg--black-transparent:hover. This relationship based on jockeying isn’t conducive to JBP, which requires true collaboration for win-win results.Going forward, for JBP to work, the plan must be co-created, the timeline longer and the approach cross-functional.