Freshworks Head of Channels Continental Europe, Lamia oumeddouron Co-selling

Marketing should always be aligned with channel managers and partners , as partners play a crucial role in amplifying marketing efforts. They can double the impact by contributing additional budget, resources, and reach. To me the most effective co-marketing strategies include: Collaborating with partners on roadshows, events, and campaigns to maximize lead generation and brand visibility. Organizing a successful event requires significant effort from both marketing and sales teams, and partner involvement can be a game-changer in expanding reach and engagement. Encouraging sales teams to support partner-driven events – Sales teams should actively contribute by driving registrations, participating as speakers, and engaging with prospects. Their involvement not only enhances event success but also reinforces the vendor’s brand, creating a stronger market presence.

There are several ways a partner can help the sales team win more deals: Deal sourcing: Partners can tap into their existing account books or collaborate with the sales team on account mapping to help generate more opportunities. Accelerating sales cycles: Leveraging their network and market expertise, partners can help speed up the sales process, enabling the sales team to close deals more quickly. Co-marketing opportunities: By partnering on marketing efforts, the vendor can amplify its strategy, gaining more visibility, brand awareness, and ultimately generating more leads. Adding value during pitches: While the vendor pitches the solution, a partner can bring additional offerings to the table, building a closer relationship with the customer and differentiating both the partner and the vendor from the competition.

When recruiting a new partner, I always invite them to meet the sales team and present their value proposition, expertise, and unique differentiators. This introduction helps establish a strong foundation for collaboration and ensures that AEs understand how to leverage the partner’s strengths from the early stages of the sales process. A well-defined value proposition makes it easier for AEs to involve partners strategically—whether it's their industry or market expertise, deep product knowledge, or specialized solutions that complement our offering

I truly believe that a fair compensation strategy—such as AEs getting compensated every time a deal is closed in their territory, even if it’s sourced by the partner—combined with a strong channel mindset from management, can be enough to motivate the team to collaborate with partners. This becomes even more effective when the channel team can clearly demonstrate the value of involving a partner in the deal, showing how it benefits everyone involved and drives success.

1. The sponsorship of Management For successful co-selling, management must establish a clear framework and well-defined rules of engagement between the sales team and partners. Executive sponsorship, particularly from sales directors, is essential. Sales leaders need to adopt a channel-first mindset, recognizing that partners are an extension of the sales team, not competition. Leveraging partners as a strategic asset enables faster, more scalable growth and strengthens overall sales performance. 2. Resilient Channel Team The channel team plays a critical role in reinforcing the win-win relationship between partners and the sales team. A strong channel strategy must highlight how collaboration with partners accelerates pipeline development and deal closure. To drive adoption, the channel team must stay closely connected to the sales team, understanding their challenges, needs, and opportunities. By providing ongoing enablement and support, they can ensure sales teams maximize the value of co-selling. 3. A sales team with a channel mindset For co-selling to be effective, sales teams must be enabled and empowered to work with partners. This means: Learning how to collaborate strategically with partners on pipeline generation. Understanding how partners can enhance deal execution and brand positioning. Actively working with partners to close deals more efficiently. Sales teams should see partners as trusted allies who expand their reach, bring expertise, and unlock new opportunities rather than as external entities. 4. Strong alignment with partners Partners should be fully integrated into the sales motion. Clear communication, shared goals, and alignment on sales strategies ensure a seamless collaboration. The more partners are engaged in co-selling activities, the more they can contribute to pipeline growth and revenue acceleration.

When building the recruitment strategy the channel team needs to understand what the sales team expects from partners. Co-selling should go beyond simple lead sharing—it requires a structured approach that covers everything from lead generation to account management and co marketing The ideal co-selling partner should: Have deep expertise in our products and technology to effectively support the sales team in pitching, positioning, and accelerating deal closures. Provide dedicated resources such as marketing support, BDRs, and technical specialists to help drive engagement and execution. Own a strong customer base that enables effective account mapping and targeted expansion opportunities alongside the sales team.

The best way to create alignment between the sales team and partners is to ensure that both sides have a clear understanding of the value of their collaboration. When sales teams recognize how partners contribute to their success—and vice versa—it fosters stronger engagement and more effective teamwork. Choosing the right partners is essential. Partners should be carefully selected based on their ability to help the sales team achieve its goals rather than just broad market coverage. A fair and transparent partner program strengthens alignment by ensuring that both teams are working toward a shared objective, rather than competing against each other. Building trust and strong relationships is key. At the end of the day, sales teams will naturally work more closely with the partners they know, trust, and see as valuable allies. Encouraging frequent collaboration and open communication helps deepen these connections. However, challenges can arise—especially if the channel team and sales team are not aligned or have different priorities. This is why having shared OKRs and clear, measurable goals is crucial. When both teams operate with the same objectives and priorities, collaboration becomes more seamless, driving better results and long-term success.