Invest in process alignment up front and skill building along the way to get the most out of your systems. This simple fact underscores the need to ruthlessly focus on business value and impact, and not let technology lead the process. Yet most companies today spend the bulk of their upfront time evaluating software packages - not service providers or the structure of the implementation program. Heavy business users, such as sales and marketing, should play a strong role in studying and understanding the systems landscape. Phase and overmanage the transition.
Nobody claims that moving to an integrated, multi-channel model is easy.
Overcommunicate to your customers - explain the whys and wherefores of your move. Closely monitor the migration of your most profitable customers to ensure that they stay and grow with you. Communicate your vision to all channel partners and make sure they understand what's in it for them. For example, a leading technology provider uses partner steering committees to keep communications open. GE Medical pays its sales reps the same commission, regardless of the channel, for growing an account, more than compensating for the additional cost by profitable top-line growth.