Skill: chilu18/partnerships-ecosystem (version 0.1.0)

--- name: partnerships-ecosystem description: > World-Class Partnerships & Ecosystem Playbook. Use for: strategic alliances, joint ventures, channel partner management, partner tiering, co-marketing, co-selling, ecosystem-led growth (ELG), ecosystem mapping, supplier relationships, industry networking, partnership governance, joint business plans (JBPs), QBRs, deal registration, partner enablement, MDF allocation, partnership legal frameworks (NDAs, MOUs, JV agreements), commercial models (revenue share, referral fees, reseller margins, licensing), partnership KPIs, partner onboarding, RACI matrices, co-innovation, marketplace strategy, platform ecosystems, API partner programmes, and anti-patterns. Trigger when discussing ANY partnership, alliance, channel, ecosystem, co-marketing, supplier, or business development topic. Also trigger for GTM strategy involving partners or indirect sales. If in doubt, use this skill. --- # World-Class Partnerships & Ecosystem Playbook You are operating as a world-class partnerships strategist and advisor. Every piece of advice must meet the standard of professional partnership management — strategically sound, commercially precise, and grounded in real-world execution experience. No fluff. No generic advice. ## Core Philosophy ``` PARTNERSHIPS ARE NOT A DEPARTMENT — THEY ARE A DISCIPLINE. ``` **You are an ecosystem architect, not just a deal-maker. The agreement is just the beginning.** --- ## 1. The Partnership Hierarchy (Priority Order) Every partnership decision should be evaluated against this hierarchy: 1. **Mutual Value Creation** — The #1 principle. Every partnership must produce measurable value for both parties. One-sided relationships collapse. 2. **Strategic Alignment** — Shared vision, complementary capabilities, overlapping ICP. Without alignment, execution is futile. 3. **Governance & Accountability** — Decision rights, escalation paths, cadenced reviews. Structure is liberation, not control. 4. **Operational Excellence** — RACI clarity, joint business plans, enablement, deal registration. Strategy without execution is fantasy. 5. **Ecosystem Mindset** — You are simultaneously a hub AND a spoke. Your partners have their own ecosystems. Network effects compound. 6. **Transparency as Default** — Share goals, constraints, roadmaps, performance data openly. Information asymmetry kills partnerships. 7. **Long-Term Orientation** — Optimise for compounding trust, not quick wins. 8. **Measured Outcomes** — Leading + lagging indicators. If you can't measure it, you can't improve it. ## 2. The Four Pillars (Non-Negotiable) Every successful partnership rests on four pillars. If any is weak, the partnership fails. | Pillar | Definition | Failure Mode | |---|---|---| | Mutually Beneficial Economics | Clear, agreed model for how value flows | Hidden agendas, one party subsidising | | Robust Governance | Decision protocols, steering committees, cadences | Drift, stagnation, decision paralysis | | Shared Core Values | Aligned ethics, quality standards, cultural fit | Cultural friction, broken trust | | Rigorous Engagement Model | Defined RACI, resource commitments, accountability | Unclear ownership, finger-pointing | ## 3. Partnership Types & When to Use Each | Type | Use When | Complexity | Commitment | |---|---|---|---| | Referral / Affiliate | Introductions only; testing partner fit | Low | Low | | Co-Marketing | Joint demand generation; audience expansion | Low–Med | Medium | | Channel / Reseller | Scaling distribution via third-party sales | Medium | Medium | | Technology / Integration | Products complement each other; shared customers | Medium | Medium–High | | Strategic Alliance | Deep collaboration; shared resources; joint innovation | High | High | | Joint Venture | Separate entity needed; shared equity; regulated market entry | Very High | Very High | | Platform Ecosystem | API-first; third-party developers extend your product | High | Long-term | ## 4. Strategic Alliance Lifecycle | Phase | Duration | Key Activities | Deliverables | |---|---|---|---| | 1. Discovery & Scouting | Ongoing | Scan ecosystems, monitor competitor alliances, attend events | Partner prospect pipeline | | 2. Due Diligence | 4–12 weeks | Strategic fit assessment, capability audit, cultural review | DD report, go/no-go | | 3. Structuring | 2–8 weeks | Define economics, governance, RACI, IP, exit clauses | Alliance charter, MOU, JBP | | 4. Launch & Activation | 4–12 weeks | Internal enablement, joint press, pilot campaign | Launch plan, first pipeline | | 5. Operate & Scale | Ongoing | QBRs, pipeline mgmt, co-selling, joint product dev | QBR decks, revenue reports | | 6. Renew or Exit | Annual review | Performance vs JBP, relationship health, strategic relevance | Renewal or exit plan | ## 5. Strategic Fit Assessment (Score 1–5 Per Dimension) | Dimension | Evaluate | Weight | |---|---|---| | Market Alignment | Overlapping ICP, complementary geos, shared segments | High | | Capability Complement | Skills, tech, or IP filling a genuine gap | High | | Cultural Compatibility | Decision speed, risk appetite, communication style | Medium | | Financial Health | Revenue stability, funding runway, co-investment willingness | Medium | | Strategic Intent | Long-term vision alignment, resource commitment | High | **Score 20+ = strong candidate. 15–19 = investigate further. <15 = deprioritise.** ## 6. Channel Partner Programme ### The Four Ps of Partner Ecosystem Success - **Product** — Partner-ready: APIs, docs, sandbox, integration guides - **Programme** — Tiers, incentives, enablement, compliance, support - **Partners** — Deliberate recruitment, qualification, segmentation - **People** — Internal team: partner managers, channel marketing, enablement ### Partner Tiering Model | Tier | Criteria | Benefits | Obligations | |---|---|---|---| | Platinum / Elite | Top 5–10% revenue, deep certification, co-sell commitment | Highest MDF, exec sponsor, priority leads, co-branded content | QBRs, certified staff, pipeline commitments | | Gold | Consistent revenue, moderate cert, active pipeline | Moderate MDF, deal reg priority, joint webinars, dedicated PM | Monthly reporting, training targets | | Silver | Early-stage, exploring fit, growing pipeline | Self-service portal, standard commission, marketing templates | Annual agreement, basic cert, brand compliance | | Referral / Affiliate | Introductions only | Referral fee / rev share, directory listing | Valid referrals, compliance with terms | ### Partner Lifecycle 1. **Recruitment & Qualification** — Define Ideal Partner Profile (IPP). Score prospects before onboarding. 2. **Onboarding (First 90 Days)** — Welcome kit, certification path (30/60/90 milestones), portal access, assigned PM, first joint campaign within 60 days. 3. **Enablement** — Multi-format: e-learning, live training, sandbox, sales playbooks, certifications. 4. **Performance Management** — Scorecard combining leading indicators (training, portal logins, deal regs) with lagging (revenue, close rate, CSAT). Invest in top performers; exit underperformers. ## 7. Partnership KPIs & Metrics ### Leading Indicators (Forward-Looking) | KPI | What It Measures | |---|---| | Training completion rate | Partner competency and commitment | | Portal login frequency | Mindshare and programme stickiness | | Deal registrations per partner | Future revenue signal | | Partner activation rate (within 90 days) | Onboarding quality | ### Lagging Indicators (Results) | KPI | What It Measures | |---|---| | Partner-sourced revenue (% of total) | Channel contribution to business | | Partner-influenced pipeline | Deals where partners contributed | | Average deal size (partner vs direct) | Partner quality and positioning | | Co-sell win rate | Effectiveness of joint selling | | Partner attrition rate (annual) | Programme / relationship problems | | Partner Lifetime Value (PLV) | Cumulative long-term value | | NPS / CSAT (partner-delivered customers) | Brand quality maintenance | | Customer retention (partner channel) | Post-sale support quality | **Critical Rule:** Never measure only lagging indicators. By the time revenue shows a problem, it's too late. Balance with leading indicators for 60–90 day forward visibility. ## 8. Joint Ventures — Decision Framework Use a JV only when: 1. Dedicated, ring-fenced capital investment is required 2. Shared equity is necessary for long-term incentive alignment 3. Target market requires local legal entity for regulatory compliance 4. The venture needs its own brand, team, and operational independence If all answers are "no" — use a lighter structure (alliance, rev-share, licensing). ### JV Structuring Essentials | Element | Best Practice | |---|---| | Ownership Split | Based on contribution. Avoid 50/50 without deadlock resolution. | | Governance | Board with clear voting, deadlock mechanisms, reserved matters | | Funding | Initial cap, call-for-capital, dilution consequences | | IP | What each party contributes; who owns new IP; licensing on dissolution | | Exit | Tag-along, drag-along, buy-sell, put/call provisions | | Reporting | Monthly financials, quarterly board, annual audit, real-time dashboards | ## 9. Ecosystem-Led Growth (ELG) ELG treats your partner ecosystem as the primary engine for customer acquisition, conversion, and expansion. Unlike direct sales, ELG scales exponentially through network effects. ### Ecosystem Maturity Model | Stage | Partners | Partner Revenue % | Focus | |---|---|---|---| | 1. Foundation | <5 | <5% | Strategy, first partner lead, 3–5 high-potential partners | | 2. Emerging | 5–15 | 5–15% | Formalise tiering, enablement, deal reg, QBR cadence | | 3. Scaling | 15–50 | 15–30% | Automate ops, marketplace listings, co-sell playbooks, PRM | | 4. Optimised | 50+ | 30–50% | Multi-partner plays, ecosystem intelligence, advisory board, EQLs | | 5. Ecosystem-Led | 100+ | 50%+ | Platform ecosystem, API-first enablement, ecosystem fund | ### Ecosystem Flywheel 1. **Attract** — Clear value prop, low-friction onboarding, visible success stories 2. **Enable** — Training, tools, content, co-selling support 3. **Activate** — Joint pipeline via co-marketing, co-selling, marketplace listings 4. **Amplify** — Celebrate wins publicly, share ecosystem data, multi-partner plays ## 10. Co-Marketing Framework ### Campaign Steps 1. **Partner Selection** — Brand credibility, complementary product, engaged audience, reliable team 2. **Joint Value Proposition** — Why customers care about the combined offering; not just two logos 3. **Campaign Planning** — Shared goals, target audience, tactics, responsibilities, timeline, budget/MDF 4. **Lead Management** — Agree capture, scoring, distribution, SLAs, attribution, CRM handoff upfront 5. **Measurement** — Awareness (impressions, engagement), Demand (leads, MQLs, CPL), Revenue (pipeline, closed-won), Efficiency (MDF ROI) ### Co-Marketing Tactics Menu | Tactic | Effort | Impact | Best For | |---|---|---|---| | Joint webinar | Medium | High | Lead gen, thought leadership | | Co-authored content | Low–Med | Medium | SEO, credibility | | Joint case study | Medium | High | Bottom-of-funnel proof | | Co-branded landing page | Low | Medium | Campaign hub, lead capture | | Joint conference slot | High | High | Executive visibility | | Integrated product demo | Med–High | High | Technical audiences | | Co-sponsored research | High | Very High | Industry authority | **Quick Win Rule:** Always start a new co-marketing partnership with a single pilot campaign. Test working rhythms before committing to larger programmes. ## 11. Supplier Relationship Management ### Supplier Segmentation (Kraljic Matrix) | Segment | Spend | Strategic Importance | Approach | |---|---|---|---| | Strategic | High | High | Deep partnership, joint innovation, multi-year contracts | | Leverage | High | Low | Competitive bidding, cost optimisation, SLA enforcement | | Bottleneck | Low | High | Risk mitigation, diversification, relationship investment | | Routine | Low | Low | Automate procurement, standardise contracts | ### Key Practices - **Joint Business Planning** with strategic suppliers (shared KPIs, innovation targets) - **Supplier Scorecards** quarterly (quality, delivery, cost, responsiveness, innovation) - **Risk Register** (financial health, geographic concentration, single-source deps, regulatory exposure) - **Innovation Collaboration** (invite strategic suppliers into product development) - **Multi-jurisdictional compliance framework** mapping suppliers to regulations per jurisdiction ## 12. Legal & Commercial Frameworks ### Agreement Types | Agreement | Use Case | |---|---| | NDA | Pre-engagement confidentiality | | MOU | Non-binding framework for exploration | | Alliance Agreement | Formalised strategic alliance (scope, economics, governance, IP, term) | | Channel Partner Agreement | Reseller/distributor/referral terms (territory, pricing, SLAs) | | JV Agreement | Separate entity (equity, board, capital, IP, exit, deadlock) | | Co-Marketing Agreement | Joint campaigns (responsibilities, leads, brand, costs, measurement) | | Supplier Agreement | Upstream procurement (specs, pricing, payment, warranties, liability) | ### Commercial Models | Model | Best For | |---|---| | Revenue Share | SaaS, marketplace, platform ecosystems | | Referral Fee | Low-touch, advisory relationships | | Reseller Margin | Channel distribution, geographic expansion | | Joint Investment | Strategic alliances, co-innovation | | MDF / Co-op Funds | Channel marketing, co-marketing campaigns | | Licensing | Technology partnerships, white-label | | Equity / Token Swap | Deep alliances, Web3 ecosystems | ### Negotiation Principles - **Anchor to value** — Frame terms around value created, not cost/effort - **Build in flexibility** — Annual reviews, performance-based adjustments, change-of-scope provisions - **Protect downside** — Termination for convenience, IP reversion, data return obligations - **Speed to signature** — Modular templates with standard terms + deal-specific schedule. Over-lawyered = dead ## 13. Governance Model (Three Layers) | Layer | Cadence | Who | Purpose | |---|---|---|---| | Executive Sponsors | Quarterly | C-level / VP | Strategic direction, blockers, major investments | | Joint Steering Committee | Monthly | Senior managers | Pipeline review, campaigns, escalations, JBP alignment | | Working Groups | Weekly/Biweekly | Functional leads | Day-to-day execution across sales, marketing, product | Each layer needs a written charter: membership, decision rights, meeting cadence, escalation triggers. ## 14. Industry Networking ### Networking as a System - **Contact Database** — Structured DB with conversation history, interests, next actions (Notion, Airtable, CRM) - **Touchpoint Cadence** — Monthly (inner circle), quarterly (wider network), biannually (dormant) - **Value-First Principle** — Lead with value: introductions, articles, feedback, invitations. Never reach out only when you need something. - **Follow-Up Discipline** — Within 48 hours. Second touchpoint within 30 days. The event is the beginning. - **Annual Relationship Audit** — Identify gaps, dormant high-value relationships, over-indexed areas ### Networking Channels | Channel | Top Tactics | |---|---| | Conferences | Speaking slots, curated side meetings, after-event dinners | | Associations | Committee leadership, content contribution, award nominations | | Accelerators | Mentorship, demo days, investor introductions | | Online Communities | LinkedIn/X thought leadership, Slack/Discord, podcast guesting | | Hackathons | Participation, sponsorship, judging | | Advisory Boards | Join/form with complementary leaders | | Investor Networks | Demo days, syndicate participation, deal partner roles | **Say less than necessary.** Listen more. Ask questions. Offer specific help. Relationships endure on curiosity and delivered value, not volume of words. ## 15. Anti-Patterns (What Not to Do) | Anti-Pattern | Symptom | Fix | |---|---|---| | Logo Collecting | Many partners, zero activation | Set activation thresholds before signing | | Press Release Partnership | Big announcement, no follow-through | Never announce without 90-day activation plan | | Founder-to-Founder Only | Collapses when one person leaves | Multi-thread: 3+ people from each side engaged | | One-Sided Value | Partner disengages over time | Annual value exchange audit; rebalance or exit | | Governance Theatre | QBRs happen but nothing changes | Tie governance to JBP execution; independent owner | | Channel Conflict Avoidance | Direct and channel competing silently | Clear rules of engagement, deal reg priority | | Over-Engineering Agreements | 6+ months to sign; momentum dies | Modular templates; start with MOU for pilots | | Measuring Activity Not Outcomes | Tracking webinars, not revenue | Metrics hierarchy: activity → pipeline → revenue | ## 16. Implementation Roadmap | Phase | Months | Actions | |---|---|---| | Foundation | 1–3 | Audit existing partnerships, define ecosystem strategy, create IPP, draft legal templates, build basic portal, approach 3–5 partners, assign ownership | | Build | 4–6 | Formalise JBPs for top 3, launch first co-marketing pilot, implement deal reg in CRM, design tiering/enablement, establish QBR cadence | | Scale | 7–12 | Expand to 10–15 partners, launch enablement content, implement PRM, build co-sell playbooks, create metrics dashboard, run first partner satisfaction survey | | Optimise | 13–18 | Multi-partner plays, EQLs, partner advisory board, automated lifecycle workflows, marketplace presence, set partner revenue % target | ## 17. Essential Templates ### Joint Business Plan (JBP) — Must Include: - Partnership Vision (2–3 sentences, 12-month horizon) - Shared Goals (3–5 measurable objectives with owners and deadlines) - Target Customers (ICP segments, named accounts if applicable) - GTM Motions (co-selling, co-marketing, enablement plays) - Resource Commitments (headcount, budget, exec time, tech) - Governance (cadence, escalation, decision rights) - Success Metrics (KPIs with baselines, targets, review frequency) - Risk Register (top 5 risks with mitigations and owners) ### QBR Agenda (80 Minutes) 1. Partnership Health Check (10 min) — Relationship score, governance adherence, open issues 2. Performance Review (20 min) — Pipeline, revenue, KPIs vs JBP targets 3. Customer Wins & Learnings (15 min) — Case studies, feedback, competitive insights 4. Co-Marketing Review (10 min) — Campaign results, upcoming plans 5. Strategic Alignment (15 min) — Market changes, roadmap updates, strategic pivots 6. Action Items & Next Quarter (10 min) — Commitments, owners, deadlines ### Partner Evaluation Scorecard | Criteria | Weight | Score (1–5) | |---|---|---| | Market alignment with ICP | 20% | ___ | | Complementary capabilities | 20% | ___ | | Cultural and values fit | 15% | ___ | | Financial stability / runway | 10% | ___ | | Technical integration readiness | 15% | ___ | | Executive sponsorship commitment | 10% | ___ | | Existing customer overlap | 10% | ___ | ### Recommended Tech Stack | Function | Tools | |---|---| | PRM | Impartner, Allbound, PartnerStack, Crossbeam | | Co-Selling & Pipeline | Crossbeam, Reveal, Tackle.io | | Co-Marketing Automation | Impartner PMA, WorkSpan, Kiflo | | CRM Integration | Salesforce Partner Cloud, HubSpot Partner Hub | | Communication | Slack Connect, MS Teams shared channels | | Analytics | Tableau, Looker, built-in PRM analytics | | LMS | Skilljar, Docebo, Thought Industries | | Contract Management | DocuSign CLM, Ironclad, PandaDoc | --- **Remember: Start with three partners. Go deep, not wide. Prove the model. Measure everything. Then scale relentlessly. Partnerships compound — treat every interaction as a long-term investment.** ``` BUILD – DOCUMENT – RESEARCH – LEARN – REPEAT ```

path: README.md
content: # Partnerships Ecosystem Skill

World-class partnerships, alliances, channel, and ecosystem strategy skill for Codex and compatible agent runtimes.

## Skill

- `partnerships-ecosystem`

## Files

- `SKILL.md`
- `references/extended-frameworks.md`

## Install

```bash
npx skills add https://github.com/Hey-Salad/partnerships-ecosystem-skill --skill partnerships-ecosystem --yes --global
```

## Security Scan

```bash
uvx snyk-agent-scan@latest --skills SKILL.md
```


path: references/extended-frameworks.md
content: # Partnerships & Ecosystem — Extended Reference

Use this file for deeper guidance on specific partnership sub-domains.
The main SKILL.md covers the operational framework; this file provides extended
context for complex scenarios.

---

## 1. Alliance Due Diligence Checklist

### Strategic Fit
- [ ] Overlapping ICP segments identified and quantified
- [ ] Complementary capabilities mapped (what each party brings)
- [ ] Competitive landscape analysed (are we competitors in any segment?)
- [ ] Joint value proposition drafted and validated with 3+ potential customers
- [ ] Executive sponsor identified on both sides

### Commercial Fit
- [ ] Revenue model agreed (rev-share %, referral fee, reseller margin)
- [ ] Year 1 revenue target set with assumptions documented
- [ ] Investment requirements quantified (headcount, budget, technology)
- [ ] MDF / co-op fund allocation agreed
- [ ] Payment terms and invoicing process defined

### Operational Fit
- [ ] RACI matrix drafted for first 90 days
- [ ] Governance structure agreed (exec sponsors, steering committee, working groups)
- [ ] Communication tools selected (Slack Connect, shared channels, etc.)
- [ ] CRM / PRM integration plan defined
- [ ] Deal registration process agreed

### Legal & Compliance
- [ ] NDA executed
- [ ] Data protection impact assessment completed (GDPR, CCPA, etc.)
- [ ] IP ownership and licensing terms drafted
- [ ] Non-compete / non-solicit scope defined
- [ ] Termination and exit provisions agreed
- [ ] Multi-jurisdictional regulatory mapping completed (if applicable)

### Cultural Fit
- [ ] Decision-making speed assessed (are they fast/slow relative to us?)
- [ ] Risk appetite aligned (conservative vs aggressive)
- [ ] Communication style compatible (formal/informal, async/sync)
- [ ] Reference calls with their existing partners completed (min 2)
- [ ] Values alignment confirmed (ethics, quality, customer-centricity)

---

## 2. RACI Matrix Template for Partnerships

| Activity | Your Company | Partner | Joint |
|---|---|---|---|
| Partner programme strategy | **R/A** | C | — |
| Joint business plan creation | R | R | **A** |
| Co-marketing campaign design | R | R | **A** |
| Lead generation & capture | R | R | I |
| Lead distribution & follow-up | **A** | **A** | I |
| Deal registration | I | **R/A** | — |
| Co-selling / joint calls | R | R | **A** |
| Technical integration | R | R | **A** |
| Customer onboarding | **R/A** | C | — |
| QBR preparation & execution | R | R | **A** |
| Escalation management | R | R | **A** |
| Contract renewal / renegotiation | **R/A** | R | — |

R = Responsible, A = Accountable, C = Consulted, I = Informed

---

## 3. Partner Scorecard Methodology

### Scoring Framework
Score each partner quarterly on a weighted composite:

| Category | Weight | Metrics |
|---|---|---|
| Revenue Performance | 30% | Revenue vs target, deal close rate, average deal size |
| Pipeline Health | 20% | Active pipeline value, deal registrations, conversion rate |
| Engagement | 20% | Training completion, portal logins, QBR attendance, campaign participation |
| Customer Success | 15% | CSAT/NPS for partner-delivered customers, retention rate, support escalations |
| Strategic Value | 15% | Market access, brand halo, innovation contribution, reference customers |

### Performance Cohorts
- **Top Performers (80–100%)** — Invest disproportionately. Executive attention. Joint innovation.
- **Growth Partners (60–79%)** — Targeted enablement. Clear improvement plan. 90-day review.
- **At Risk (40–59%)** — Structured improvement plan with milestones. Monthly check-ins. 60-day decision.
- **Exit Candidates (<40%)** — Honest conversation. Managed transition or graceful exit.

---

## 4. Co-Selling Playbook

### Pre-Call Preparation
1. Review shared account intelligence (Crossbeam / Reveal overlap data)
2. Identify joint value proposition for this specific account
3. Assign roles: who leads the call, who presents technical/business value
4. Prepare objection handling for "why both of you?"
5. Agree on next steps and follow-up ownership

### During the Call
1. Unified introduction — one story, not two pitches
2. Customer problem first — then joint solution
3. Each party speaks to their strength; never repeat each other
4. Live demo of integration / combined workflow if applicable
5. Clear CTA with defined next step and owner

### Post-Call
1. Joint debrief within 24 hours
2. Shared meeting notes in CRM (both parties)
3. Follow-up owner sends recap to customer within 48 hours
4. Pipeline updated with stage, close date, and partner attribution
5. Escalate blockers immediately — don't let them fester

---

## 5. MDF (Market Development Funds) Framework

### Allocation Model
| Tier | MDF Allocation | Approval Process |
|---|---|---|
| Platinum | Up to 10% of partner-sourced revenue | Pre-approved annual budget with quarterly review |
| Gold | Up to 5% of partner-sourced revenue | Proposal-based, approved by partner manager |
| Silver | Campaign-specific matching funds | Proposal-based, approved by marketing lead |

### Eligible Activities
- Joint events and webinars
- Co-branded content creation
- Digital advertising campaigns targeting shared ICP
- Customer reference programmes
- Trade show co-sponsorship
- Partner enablement events

### ROI Measurement
For every MDF dollar spent, track:
- Leads generated
- Pipeline created
- Revenue closed
- Cost per lead / cost per opportunity
- Campaign-to-close time

**Rule: No MDF without measurement. Every fund allocation requires a pre-agreed success metric and post-campaign report.**

---

## 6. Multi-Jurisdictional Partnership Considerations

When operating partnerships across borders (UK, EU, US, Africa, etc.):

| Dimension | Considerations |
|---|---|
| Data Protection | GDPR (EU/UK), CCPA (US), POPIA (SA), DPA (Zambia) — data sharing agreements required |
| Payment Regulation | FCA (UK), Bank of Zambia, FinCEN (US), Estonian FSA — licensing implications for payment partnerships |
| Tax | Transfer pricing, withholding tax on cross-border payments, VAT/GST on services |
| IP | Jurisdiction of IP registration, enforcement mechanisms, choice of law |
| Employment | Can partners hire on your behalf? Independent contractor vs employment classification |
| Currency | Hedging requirements, payment currency, FX exposure management |
| Contract Law | Governing law and jurisdiction clauses, enforceability across borders |
| Sanctions | OFAC (US), EU sanctions lists, UN sanctions — partner screening required |

---

## 7. Glossary

| Term | Definition |
|---|---|
| CAM | Channel Account Manager |
| Co-Selling | Joint sales effort with both parties actively participating |
| Deal Registration | Partners register deals to claim priority and protect margins |
| ELG | Ecosystem-Led Growth |
| EQL | Ecosystem-Qualified Lead |
| ICP | Ideal Customer Profile |
| IPP | Ideal Partner Profile |
| JBP | Joint Business Plan |
| MDF | Market Development Funds |
| MOU | Memorandum of Understanding |
| NPS | Net Promoter Score |
| PLV | Partner Lifetime Value |
| PRM | Partner Relationship Management (software) |
| QBR | Quarterly Business Review |
| RACI | Responsible, Accountable, Consulted, Informed |
| SAL | Sales Accepted Lead |


Security scan verdicts — ClawScan: clean | static analysis: clean | VirusTotal: clean | SkillSpector: clean (LOW)