Bradstr

4. Why does the partner program reward firm growth? The partner market is crowded, and the Salesforce consulting market is soft.

Thoughts/ideas? 5/5

3. Partners should not be able to get project completion credit (shows on AppExchange) for a project that does not go to the client for a CSAT survey. This used to be the case, but now you can choose not to send a CSAT. 4/N

A few thoughts:
1. Partners should only get ACV credit for projects with a completed CSAT (customer satisfaction) survey, perhaps prorated based on rating.
2. Add a new metric that measures CSAT 6 to 12 months AFTER a project launches. This is a better indicator of customer success. 3/N

Likewise, the firms that Account Execs recommend are often the ones they know will help them sell more licenses. Again, zero correlation between selling more $ licenses and customer success. 2/N

Does Salesforce Have an Issue With Bad Consultancy Partners? It’s no secret that implementations are one of the most important things in Salesforce. But is there an issue with the partners that undertake them?

Part of the issue is that the @salesforce.bsky.social Partner program metrics for tiering do not correspond to customer success. It's heavily weighted to ACV (how many licenses have I helped sell), credentials/certifications, and partner growth/size. 1/N

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