To grow in the busy world of innovation collaborations, partner onlinemarketers needto be multi-talented and versatile “Swiss Army knives.” Unlike your peers in Marketing, you puton’t constantly have the high-end of focusing on a particular discipline. You are accountable for it all – from joint go-to-market preparation and messaging to material advancement and need generation to handling budgetplans and reporting on pipeline effect. Sounds a lot like the charter of a CMO, ideal?
So, what kind of stateofmind and abilities does it take to prosper as a Partner Marketing leader today? Anita Covelli, Director of Partner Marketing at TechTarget, justrecently sat down with Partner Marketing leaders Tricia Jennett (Sr. Director, Global Partner Marketing at NetApp), Matt Davison (VP, Marketing & Communications at SoftwareOne) and Anne-Marie Clegg (Global Partner Marketing Lead at Skyhigh Security) to talkabout some of the soft abilities needed to besuccessful as a partner onlinemarketer.
1. Listen and interact successfully
Over the last anumberof years, there hasactually been huge disturbance in the market. From a worldwide pandemic to the increase of digital improvement and the technological developments of AI, we are in a state of quick modification and unpredictability.
Anne-Marie thinks that the finest method to minimize unpredictability is to listen and interact successfully. “When you have a structure to interact with a broad group of internal and partner stakeholders, then you can plug that into structure and get the message out as modification takesplace.”
Anne-Marie suggests having a cadence for interacting with partners. Consider a routine newsletter cadence and webinar for community-based collaborations, along with routine feedback studies to make efficient changes that speak straight to partner obstacles. For tactical collaborations, she suggests being even mor