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FF03 Sales and account management senior salesITB2B

Channel Manager

Znane również jako: Partner Manager · Channel Sales Manager

Delivers revenue through partners, resellers or distributors, sets channel terms and margins, and enables partners to sell the proposition independently.

The channel manager does not sell directly to end customers but builds and maintains a network of partners that does. Unlike an account manager, the partner is both customer and sales channel, with its own interests and portfolio. Selection judges candidates on personal sales results, while this role requires selling through others, with partner plans and holding partners to account without hierarchical authority.

Kompetencje, które należy oceniać

Oto konstrukty behawioralne i kompetencyjne zawarte w tym profilu. Przy każdym z nich podano, który kwestionariusz hrmforce służy do jego pomiaru.

Kompetencje, które należy oceniać Poziom docelowy hrmforce narzędzie Metoda oceny Kotwica behawioralna na poziomie docelowym
Persuasiveness
Kompetencje (50-ramowe): Persuasiveness
Knockout
N5 Big Fifty, Competency Check, 360 Feedback Assessment centre Wins board and external parties over to a far reaching change of course and sustains that support when resistance increases.
Client focus
Kompetencje (50-ramowe): Customer Focus
Knockout
N5 Big Fifty, Competency Check, 360 Feedback 360-degree feedback Translates client signals into changes in services and policy and holds the organisation accountable for the promised client experience.
Result orientation
Kompetencje (50-ramowe): Results-Orientation
N5 Big Fifty, Competency Check, 360 Feedback Personality questionnaire Sets the result agreements and performance measures for the organisation and upholds them when interests in play are conflicting.
Commercial capability
Kompetencje (50-ramowe): Commercial acumen
Knockout
N5 Big Fifty, Competency Check, 360 Feedback Assessment centre Sets the commercial course for the organisation, chooses which markets are served and accounts for those choices to the board.
Listening and probing
Kompetencje (50-ramowe): Listen
N5 Big Fifty, 360 Feedback 360-degree feedback Picks up sensitive signals in conversations with directors and supervisors and uses them to adjust organisational policy in good time.
Perseverance
Kompetencje (50-ramowe): Perseverance
N5 Big Fifty, 15PF, Mental Resilience (4C) Personality questionnaire Keeps multi year programmes on course despite sustained opposition and holds the organisation to the chosen direction after setbacks.
Market orientation
Kompetencje (50-ramowe): Market Orientation
N5 Big Fifty, Competency Check, 360 Feedback Assessment centre Translates market developments into the strategic agenda of the organisation and repositions the offering for the longer term.
Recovery after setbacks
Kompetencje (50-ramowe): Stress resilience
N4 Big Fifty, Mental Resilience (4C), 360 Feedback Personality questionnaire Analyses after a failed effort what went wrong, discusses it with those involved and starts a revised approach within a week.

Krótki profil

Dziesięć najważniejszych umiejętności w tym profilu. Pełny profil zawierający wszystkie umiejętności, punkty odniesienia behawioralne i metody oceny znajduje się w pliku do pobrania.

T Umiejętności Poziom docelowy Waga Knockout Metoda oceny
G Persuasiveness N5 5 tak Assessment centre
G Client focus N5 5 tak 360-degree feedback
V collaborating in chains and alliances N5 5 nie Assessment centre
G Result orientation N5 5 nie Personality questionnaire
G Commercial capability N5 5 tak Assessment centre
V Consultative selling N5 5 tak Assessment centre
V Account management N4 5 tak Structured interview
V Conversation management N5 4 nie Assessment centre
G Listening and probing N5 4 nie 360-degree feedback
V Negotiating N5 4 nie Assessment centre

Zobacz wszystkie 28 umiejętności w pełnym profilu

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