Lesson 03 · Partner management
Choose capability and agree the rules
A large company is not automatically a capable delivery partner for your offer. Start with the customer gap. A manufacturing service may need equipment and production knowledge; a retail service may need ecommerce and order-system experience. Ask which people are available for this work and what they have actually delivered.
Use a scorecard to make judgement more consistent. Define the scores, keep unknown separate from low and record evidence. Some minimum requirements should sit outside the total score. Strong sales cannot compensate for poor information handling or an inability to support the service. Check whether the partner can also fund its payment and staffing commitments.
After choosing the partner, agree how you will work in the same accounts. Cover direct-led, partner-led and open accounts; registration evidence; who resolves disagreements; and the time allowed for a decision. Internal commission rules can make a partner route easier or harder for your sales team to support. Make the calculation explicit. The customer still chooses its supplier.
Check your reasoning.
Choose one answer for each question. You can retry; the explanation is part of the lesson.
Open the answer key
1. Two named people are available and can demonstrate the required work.
Capacity and demonstrated capability for the actual service matter. Company size and revenue tier do not establish either.
2. Defined incentives and support under published rules.
Registration should recognise documented effort while respecting customer choice. It does not allocate ownership of an account.