ERP channel faces pivotal shift as partners must innovate to capitalise on booming market

As the ERP market surges towards an estimated USD 124 billion by 2030, channel partners must adopt new, proactive go‑to‑market tactics to stay competitive amidst vendor direct sales dominance and evolving customer demands.

The ERP channel is at a crossroads. The market’s rapid expansion presents one of the largest addressable opportunities in enterprise software, yet many value‑added resellers (VARs) and implementation partners find themselves squeezed by vendor...

direct selling and a chronic inability to generate qualified leads. According to the analysis published by SmallBusinessCoach.org, the global ERP software market reached $64.83 billion in 2024 and is projected to grow rapidly , creating a high‑value prize for partners that can adapt their go‑to‑market models.

Independent industry research supports the scale of that opportunity. A Grand View Research report shows the ERP market valued at USD 64.83 billion in 2024 and forecasts growth to about USD 123.41 billion by 2030, a compound annual growth rate (CAGR) of 11.7% from 2025 to 2030. Separate Grand View Research analysis of cloud ERP anticipates even faster cloud migration, estimating the cloud ERP segment could reach roughly USD 110.26 billion by 2030 as enterprises automate supply chains and adopt tailored cloud applications.

That backdrop matters because vendors with the deepest pockets are increasingly prioritising direct channels. SmallBusinessCoach.org highlights the imbalance with cited marketing spends , noting, for example, that Oracle reportedly spent $8.8 billion on marketing in 2023 and that Salesforce invested nearly $13 billion in 2024 , a reality that leaves many partners dependent on vendor lead flows they increasingly do not receive. The practical implication is clear: partners must become self‑sufficient lead generators or cede market share.

Successful partners follow a repeatable playbook. SmallBusinessCoach.org identifies four tactics that consistently outperform: multi‑channel outreach, co‑branded campaigns with vendors, referral networks, and case studies that demonstrate quantifiable outcomes. Multi‑channel programmes that combine email sequences, LinkedIn outreach, phone engagement and content marketing are shown to reduce cost per lead and accelerate trust building. Co‑branded events and case material leverage vendor brand equity while allowing partners to showcase local expertise; referral introductions shorten cycles and improve close rates; and strong case studies convert mid‑funnel research into qualified opportunities.

Turning tactics into a scalable pipeline requires systems and measurement. The guidance set out in the lead article recommends a disciplined four‑step approach: define a narrowly specified ideal customer profile by vertical, size, region and tech stack; create content that answers buyers’ evaluation‑stage questions; implement CRM processes that track long, multi‑touch sales journeys; and measure cost per lead, lead‑to‑opportunity conversion and customer acquisition cost to iterate on what works. Industry data cited by Grand View Research further underlines why content and cloud specialisation matter, as buyers increasingly evaluate ERP on cloud and AI‑enabled capabilities.

Common errors are also consistent across the sector. Over‑reliance on vendor leads, neglecting content marketing, poor follow‑up across long 6–18 month ERP cycles, and prioritising raw lead volume over lead quality all undermine growth efforts. SmallBusinessCoach.org warns that partners who “give up after a few touches” lose deals to competitors who invest in sustained nurture.

For partners the prescription is pragmatic: choose one or two proven strategies, execute them well, measure relentlessly and scale gradually. As Grand View Research’s market projections make clear, the ERP opportunity will expand materially over the coming years , and partners that shift from passive to proactive demand generation stand to capture disproportionate share. Those who do not adjust risks being outcompeted by vendors’ direct sales momentum and by partners who have embraced modern, data‑driven go‑to‑market practices.

In short, the technical capability to implement ERP is necessary but no longer sufficient. Sustainable growth in the channel will come from marrying implementation expertise with repeatable lead generation systems, co‑operative vendor marketing, and disciplined measurement , a shift from waiting for opportunities to creating them.

Source: Noah Wire Services