VARs, MSPs, MSSPs and ISVs: How to Segment and Reach Channel Partners

Selling through the channel gives you reach that would be hard to build alone. But a list that simply says "IT companies" mixes businesses with very different models. A partner that earns monthly managed-service fees thinks differently from one that resells hardware at a margin. Good segmentation reflects that.

The main partner types

• VARs and resellers

  Sell and add value around vendor products. They care about margin, deal registration and sales support.

• Distributors

  Connect vendors to many resellers at scale. They care about volume, logistics and enablement.

• MSPs

  Run IT for clients on recurring contracts. They care about margin per client, easy deployment and multi-tenant management.

• MSSPs

  Provide managed security services. They care about detection quality, integrations and compliance demand.

• Cloud service providers

  Deliver or manage cloud services, with attention to consumption growth and migration work.

• ISVs and OEMs

  Build software or products that may embed or integrate with yours. The discussion is about technology and joint go-to-market.

• System integrators

  Deliver large projects. They look for certified skills, reference architectures and project revenue.

Filters that make the segment useful

• Vendor lines carried

  Whether a partner sells Microsoft, Cisco, AWS or a competitor tells you about its skills and its customers.

• Partner tier

  Program level suggests commitment and capacity, although a high tier does not always mean a good fit.

• Specialty

  Security, cloud, networking, data or a vertical such as healthcare.

• Size and geography

  Number of employees, customers served and the regions they cover.

Who to contact

At a small MSP or reseller, the owner or CEO usually decides, often with a technical lead. At a mid-size firm, look for the VP of Sales, Head of Partnerships or Practice Lead. At large distributors and integrators, you may need a vendor alliance manager for the program and a business unit leader for the actual selling.

What gets a partner's attention

Partners get many vendor pitches. Stand out by being specific about how they make money with you: the margin or recurring revenue available, how you protect deals, what training is needed, and how long it takes to close a first deal. Mention a gap in their current line card only if you have checked it.

Decide what you want partners to do

Before you build a list, be clear about the partner's role. The right segment depends on it, and many partner programs fail because this was never decided.

• Resell

  The partner sells your product and owns the customer relationship. Look for sales capacity and a customer base that matches yours.

• Refer

  The partner introduces opportunities, and you close them. This suits consultants and specialists who do not want to carry a sales quota.

• Deliver

  The partner implements and supports your product. Look for technical skills and available staff.

• Manage

  An MSP or MSSP runs your product for many clients. Look for multi-tenant needs and recurring contracts.

• Build

  An ISV or OEM integrates or embeds your technology. Look for product fit and engineering resources.

• Distribute

  A distributor gives you reach and logistics. You will still need to create demand and enable resellers.

How to verify partner data

Partner lists often include companies that have changed focus, been acquired or stopped selling a product line. Check important records against these sources.

• Vendor partner directories

  Microsoft, AWS, Cisco, Google Cloud and many others publish searchable partner locators, often showing tiers and specializations.

• Company websites

  Service pages, vendor logos, customer stories and blog posts indicate what a partner really sells today.

• Certifications and job posts

  Staff certifications and open roles show which skills they are investing in. A partner hiring Azure engineers has a real Azure practice.

• Industry lists

  Rankings such as the CRN Solution Provider 500 and the Channel Partners MSP 501 can help identify established firms, but they are selective.

• Distributor relationships

  Your distributors may be able to tell you who is actively buying in a certain category.

Example: recruiting MSPs for a security product

A vendor selling an email security product wants MSP partners in the UK. It starts with MSPs that have 10 to 150 employees, then keeps those supporting Microsoft 365 and listing security services. It removes partners already selling a directly competing product, unless there is a clear reason to approach them. It then prioritizes those serving regulated sectors such as finance and healthcare, and those hiring security staff.

Contacts include the owner at smaller firms, and the head of services or security lead at larger ones. The first message does not describe product features. It explains the recurring revenue available per client, how the product is managed across tenants, and how quickly a partner can deploy it. The result is a short list of partners with a real reason to care.

Score partners by potential

Not all partners are equally likely to produce revenue. A simple scorecard helps you spend your recruiting and enablement time where it counts.

• Customer overlap

  Do they already serve your target customers, in industries and sizes you want?

• Portfolio fit

  Does your product complete their offering, or does it compete with something they already sell?

• Capacity

  Do they have sales and technical staff who can take on something new?

• Commercial model

  Do your margin or recurring revenue fit how they make money?

• Commitment signals

  Certifications, marketing activity, event attendance and recent hires all show how invested they are.

• Reachability

  Do you have verified contacts for the people who can say yes?

Regional differences to plan for

Channel structures differ around the world. Some markets rely more heavily on distributors and local resellers, and buyers may expect local language, currency, billing and support. Rules on data, security and public sector purchasing can also change which partners can sell what. Before you enter a new region, ask local distributors and existing customers how buying really works there, and do not simply copy your home market list criteria.

Contact rules vary as well, so check privacy and email requirements for each country before you reach out. A partner's local reputation also counts for a lot, so a smaller specialist with strong local customers may be worth more than a larger firm that has little interest in your product.

After the first reply

Getting a partner to sign an agreement is only the beginning. Many signed partners never produce a deal. Agree on a simple joint plan early: which customers to approach first, who handles what, what training is needed, how deals are registered and how you will measure the first 90 days. Provide a small amount of practical material, such as a one-page customer pitch and a demonstration environment, rather than a long portal nobody uses. Then update your partner data with what you learn, so your next round of recruiting is better targeted than the last.

Where NPLUS Global helps

Channel IQ segments partners across nine partner types and four global regions, by vendor line and tier. We can build a list around the partners who already serve your target customers and share a sample first.