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This assessment should take you between 45 and 90 minutes to evaluate your team, depending on the number of team members. It is important that you complete the assessment in one sitting as you will not be able to save your work and come back to finish it later.

Additionally, completing the assessment in one sitting will help you provide a consistent assessment across all team members and all role framework elements.

Thank you for your participation.
 
 
 
Channel Manager Assessment Survey





 
 
Contact Information
* First Name : 
* Last Name : 
* Email Address : 
 
 
 
* How long have you been in your current role at Infor?
 
 
 
Business Management



Desired Outcome:

Well managed partner portfolio which strongly contributes to the business, achieves assigned revenue and growth targets and develops high Infor brand awareness.
 
 
 
Analyze Portfolio Objectives and Capacity


 
1. Partner-driven revenue objectives clearly documented in Portfolio Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
2. Non-revenue objectives clearly documented in Portfolio Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
3. Strategies, tactics and action plans on how to achieve revenue and non-revenue objectives clearly documented in Portfolio Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
4. Competitive landscape and Infor solution analysis results clearly documented in Portfolio Business Plan.  

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Prioritize Partner Accounts and Allocate Objectives

 
5. Clearly documented partner segments and segment definitions in Portfolio Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
6. Segment partner lists with partners in priority order clearly documented in Portfolio Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
7. CM can explain/justify which segment and what priority within the segment any given partner is assigned within the portfolio.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
8. CM can articulate why any given partner is assigned to a given segment and priority within the segment.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Manage Partner Account Performance

 
9. Documents a negotiated and agreed-to partnership review cadence in a Partnership Business Plan shared with partner.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
10. Conducts regular partnership review meetings with partner executives to review both long and short-term goals and performance.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
11. Conducts regular pipeline reviews and opportunity forecast discussions with partner sales team.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Manage Pipeline

 
12. Conducts bi-weekly pipeline analysis to review coverage and balance, and to identify revenue engine issues.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
13. Maintains a balanced pipeline with adequate coverage based on a rolling quarterly/annual portfolio quota.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
14. Uses pipeline analysis results to organize and prioritize time to be spent on partner development and revenue management time and efforts.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
15. Develops and executes demand generation activities in collaboration with field marketing, sales management and partner / practice management according to pipeline needs.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
16. Is able to articulate how specific sales and demand generation activities will impact pipeline

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Forecast / Set Expectations

 
17. Updates system opportunity information regularly. (daily, weekly).

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
18. Establishes a predictable rhythm with partner to collect and provide forecast data.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
19. Produces portfolio forecasts that are complete, accurate and on-time.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
20. Regularly produces portfolio forecast that is within ±5% of actual quarterly results.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
21. Executes a regular rhythm of production-to-quota gap analysis.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
22. Proactively addresses and seeks help to address revenue production gaps.  

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Resolve Issues and Advocate


 
23. Regularly conducts partnership operational health discussion with partner or includes on other partnership meeting agendas.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
24. Actively seeks to resolve partnership operational issues.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
25. Documents an issue identification and resolution process in partnership plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
26. Is known internally at Infor for being a partner advocate.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Partner Account Development


Desired Outcome

Well developed partner account with well though out growth plans and capabilities to support year over year Infor license revenue growth.
 
 
 
Evangelize and Educate

 
27. Develops an evangelism plan to increase mind-share and sales capacity within the partner aligned with growth needs.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
28. Uses account evangelism plan to drive execution of evangelism activities and resources.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
29. Develops an education / enablement plan to increase capability and capacity within the partner aligned with growth needs.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
30. Uses account education / enablement plan to drive investment and execution of education / enablement activities and resources.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Build Strategic Executive Relationships


 
31. Creates and maintains a detailed “player map” of all relevant partner senior executives, decision makers and influencers as appropriate for size of partner organization.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
32. Develops and executes a plan to achieve desired relationship with identified partner executives, decision makers and influencers.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Drive Long-term Goal Alignment


 
33. Creates and maintains a detailed list or “business map” of the partner’s long-term business goals, objectives and initiatives.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
34. Is able to articulate, at any given time, the long-term vision and business imperatives for the partner.


The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
35. Creates and maintains a relevant list or “map” of competitive solutions and preferences within the account

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
36. Documents long-term partnership goals in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
37. Documents planned long-term investments for both parties in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Develop Execution Capacity


 
38. Documents partner capacity development plan in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
39. Includes progress against capacity development plan goals in quarterly business reviews.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Build Tactical Execution Relationships

 
40. Creates and maintains a detailed “player map” of all relevant partner execution players and influencers.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
41. Develops and executes a plan to achieve desired relationship with identified partner execution players and influencers.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Drive Short-term Goal Alignment

 
42. Creates and maintains a detailed list or “business map” of the partner’s short-term business goals, objectives and initiatives.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
43. Is able to articulate, at any given time, the short-term business imperatives and fiscal priorities for the partner.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
44. Documents short-term partnership goals or offerings in a Partnership Business Plan including action plans to execute.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
45. Documents required investments from both parties to achieve short-term partnership goals in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Partner Revenue Management




Desired Outcome:

More than enough opportunity pipeline with a higher than industry-standard close ratio and high Infor and partner sales team satisfaction.
 
 
 
Coach/Drive Business Development


 
46. Documents partner lead generation goals and metrics in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
47. Conducts regular reviews of demand generation plans and progress.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Coach/Drive Opportunity Management

 
48. Documents partner opportunity management process mapping to Infor opportunity management process.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
49. Actively coaches partner sales people on opportunity management best practices.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Provide Key Opportunity Support



 
 
50. Actively seeks to identify partnership sales rep opportunity management barriers and helps to remove them.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
51. Encourages sales reps to define value-added roles in opportunities for the Channel Manager to play.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
52. Coaches sales reps on best use of Channel Manager strengths in opportunities.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
53. Executes assigned and agreed upon opportunity activities according to sales rep direction.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Coach/Drive Territory & Account Planning


 
54. Documents partnership territory and account planning goals and metrics in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
55. Conducts regular reviews of territory and account planning goals and progress.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Coach/Drive Pipeline Management


 
56. Documents partnership pipeline management rhythm in a Partnership Business Plan.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
57. Conducts regular pipeline management reviews with partner sales management.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
 
Coach/Drive Expectation Setting


 
58. Documents partner forecast rhythm and language mapping to Infor forecast rhythm and language.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
 
59. Regularly coaches partner sales reps on forecast best practices.

The employee executes this activity...
Not at all.
Partly or somewhat.
Satisfactorily but room to improve.
Very well.
With excellence and shows leadership.
* Julie Schrady
* Reid Berggren
 
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