partner-channel-programlisted

Design the overall structure of a B2B partner or channel program from scratch - a readiness gate that can conclude not yet, partner value proposition, which motions to run (referral, reseller, services, technology), tier count, benefit stack, program-wide economics envelope, governance, and success horizon. Covers B2C analogs (dealer, franchise, ambassador). Use whenever the user mentions building a partner program, channel program design, launching a channel, a partner ecosystem program, or asks whether they are ready for partners, even if they never say program. Do NOT use for reworking tiers inside a program that already exists - use mbfinotti/partnerships-skills@partner-tiering instead.
mbfinotti/partnerships-skills · ★ 1 · Web & Frontend · score 75

Install: claude install-skill mbfinotti/partnerships-skills

# Partner Channel Program Design the overall architecture of a B2B partner/channel program from scratch. This skill is the architect: it decides whether a program should exist at all, which structural components it needs - motions, tiers, economics envelope, governance, horizon - and how they fit together, then hands the detailed design of each component to a specialist skill (see Reference). The field's best-documented failure cause is structural, not tactical: launching a program to fix a direct motion that is not working. Partners amplify a working motion; they do not fix a broken one. The sequence below runs strategy before structure, and its gate is allowed to answer "not yet." ## Interview Ask before designing anything. Ask one question per message, offering multiple-choice answers when possible. Skip a question only when the user already gave the answer. - Is the business B2B or B2C? For consumer businesses (dealer, franchise, ambassador models) part of the design genuinely diverges - see [references/b2b-b2c-contrast.md](references/b2b-b2c-contrast.md). - What is the ACV or price point of what partners would sell or influence? - Is the direct sales motion already repeatable, with product-market fit proven? What is the evidence? - What is the gross margin, and how much of it could fund partner compensation? - Do informal partners already exist - agencies, integrators, consultants servicing your customers - or has anyone approached you about partnering? - Who will o