Juniper Networks is updating its consultant relations strategy to better reflect the role these influencers play in customer decision-making. The new consultants program, under the umbrella of its channel partners program, is aimed “at partners who influence a customer’s buying decisions but don’t actually take part in the sale.”

This is an interesting approach to formalizing and updating consultant relations as part of a sales influencer program. For example, Juniper is looking to the consultants to provide neutral business or industry expertise as part of each customer’s decision-maker ecosystem. They bring in the consultant, or the prospect brings in the consultant. Either way, Juniper formally recognizes and supports the consultant during the sales process. This includes a stated emphasis on protecting the objectivity and independent advice of the consultant.

In a recent article in Business24-7.ae, Samer Shaar, a regional managing director for Juniper Networks explained:

“Independent players like Kallis, General Dynamics, Deloitte and Touche do not specialise in IT solution, but focus on the business concept. The system integrator and alliances come after that. Such an approach provides a business ecosystem that is functional and the neutrality of the consultant is also not lost… This is a trend and will become the next wave although it has not yet gone completely mainstream.”

It’s still fairly rare to see a corporate partners program embrace consultants in this way. Normally, the field organization ends up with the responsibilities — from ferreting out consultants in their accounts to putting together information packets and building relations without any special support from corporate.

It looks like a good approach.

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When you think about the people capable of influencing your customers and prospects, take a good long look at your sales channel partners. A channel partner’s sphere of influence can extend far beyond their own customers and territory. Put their influence to work for you by incorporating them into your influencer program.

Success depends largely on choosing the right channel partners. This means curtailing internal politics during the selection process. Likewise, it’s not a popularity contest. Focus on partner attributes that will serve your company well, both out of the gate and over the long run. For example, look for channel partners:

• Aimed at the same core markets and segments as you are
• With an established positive reputation in your core markets
• Willing to invest in their relationship with your company, such as participating in your training and co-marketing programs
• Able to provide reliable customer references

Once you’ve shortlisted the partners, it’s a matter of picking the people within those companies that you want to induct into your influencer program.

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Microsoft large account resellers (LARs) are among the most influential channel partners in the industry. Companies that benefit the most from LARs are those that understand how to work with LARs as sales influencers.

LAR influence ranges from injecting consultative insight into a volume-licensing contract, to sharing competitive intel on mutual accounts. LARs can also give their downstream partners an additional boost through the Microsoft Influence Program for partners. Companies bringing contracts to registered LARs receive recognition and rewards direct from Microsoft. Altogether, that’s a far cry from relegating LARs to licensing support.

Of course, LARs will eat your lunch if you let them. As with any influencer, vet them properly before inviting them near your accounts. Sizing up LARs as influencers — not just as order takers — is a good way to start.

Rich Freeman has written an excellent digest of the good, the bad, and the ugly of working with Microsoft LARs at Redmond Channel Partner Online.

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