Wardn HubTrusted MCP server directory.

Registry

  • MCP Servers
  • Skills
  • Categories

Resources

  • API docs
  • Score method

Contribute

  • Submit server
  • Advertise
© 2026 Wardn Hub
Wardn Hub
MCP ServersSkillsCategoriesAPI docsSubmit server
Submit server
skills/mohitagw15856/pm-claude-skills/partnership-proposal

partnership-proposal

1
mohitagw15856/pm-claude-skills·Audit passed·Snapshot f4c369cd4a08

Summary

This source did not publish a separate summary. Review SKILL.md before using the skill.

SKILL.md

Partnership Proposal Skill

This skill produces a complete B2B partnership proposal covering the partnership rationale, mutual value, partnership model, commercial terms, governance, and a joint go-to-market plan. Output is ready to share with a prospective partner or use as the basis for a business case to internal stakeholders.

Required Inputs

Ask the user for these if not provided:

  • Your company — name, what you do, and the audience you serve
  • Prospective partner — name, what they do, and their audience
  • Partnership type — technology integration / co-marketing / reseller / referral / strategic alliance / OEM
  • Partnership goal — what does each party get? (new customers / revenue / product capability / market reach)
  • Proposed commercial model — revenue share, referral fee, licensing, co-investment?
  • Urgency or context — is there a specific event, product launch, or competitive reason for this partnership?

Output Structure

Partnership Proposal: [Your Company] × [Partner Company]

Prepared by: [Name, Role at Your Company] Date: [Date] Partnership type: [Technology / Co-marketing / Reseller / Referral / Strategic Alliance] Proposal status: [Initial proposal / For negotiation / Final]

Executive Summary

[3–5 sentences. Answer: what are we proposing, why now, and what does each party stand to gain? Write this so a busy executive can understand the proposal in 60 seconds without reading further.]

Headline value for [Partner]:

[One sentence — the most compelling thing this partnership does for them]

Headline value for [Your Company]:

[One sentence — the most compelling thing this partnership does for you]

1. The Opportunity

Market context: [Why does this partnership make sense now? What's happening in the market that creates a window for this to work?]

Shared customer: [Describe the customer both organisations serve — the overlap that makes this logical. Include size of the shared addressable market if you have it.]

Problem neither of us solves alone: [What can't either party do for the shared customer independently that the partnership would enable?]

2. What We're Proposing

Partnership model:

ElementDescription
Type[Technology integration / Co-marketing / Reseller / Referral / OEM]
Scope[What specifically are we partnering on? — product features, joint campaigns, distribution, etc.]
Exclusivity[Exclusive in [region/segment] / Non-exclusive / Right of first refusal]
Duration[Initial term — e.g. 12 months, renewable]
Geographic scope[UK / EMEA / Global / Specific markets]

What this looks like in practice:

[3–5 bullet points describing what the partnership actually means day-to-day. Make it concrete and operational — not abstract. e.g.:]

  • [Our product will natively integrate with [Partner's product] — the integration will be live in [timeframe]]
  • [We will co-market to each other's customer bases — joint webinar, co-authored content, shared newsletter placement]
  • [Each company will train a dedicated partnership contact who manages the relationship]
  • [[Partner] will list [Your product] in their marketplace / app directory / referral programme]

3. Value Proposition — What Each Party Gets

For [Partner]

ValueEvidence / Basis
[New customer reach][e.g. Access to [Your Company]'s [X,000] [role] customers — [X%] of whom have expressed interest in [Partner's category]]
[Product capability][e.g. [Partner]'s product gains [capability] that [X%] of their customers have requested — based on [source]]
[Revenue opportunity][e.g. Estimated [£/$/€ X] in referral revenue in Year 1 based on [X%] conversion from shared pipeline]
[Market differentiation][e.g. The integration creates a meaningful competitive moat vs [Competitor] who lacks this capability]

For [Your Company]

ValueEvidence / Basis
[Distribution][e.g. Access to [Partner]'s [X,000] customers in [segment] — a segment where we currently have [X] customers]
[Credibility][e.g. Association with [Partner]'s brand accelerates enterprise sales cycles — [Partner] is trusted by [X] of the Fortune 500]
[Revenue][e.g. Target [X] referral customers in Year 1 at average ACV of [£X] = [£X ARR]]
[Product][e.g. [Partner]'s data / capability enhances [specific part of our product] — improving [user outcome]]

4. Commercial Model

Proposed commercial terms:

TermProposalNotes
Revenue share[e.g. [X%] of ARR from customers referred by [Partner]][Standard in this category: [X–Y%] range]
Referral fee[e.g. £[X] per qualified lead that converts][Or: flat fee per introduction vs % of closed deal]
Licensing / access[e.g. [Partner] provides API access at no cost in exchange for integration and co-marketing][...]
Co-marketing investment[e.g. Each party commits [£X] to joint marketing activities per quarter][...]
Minimum commitment[e.g. [X] qualified referrals per quarter / [£X] GMV per year][Optional — only if there's a meaningful minimum that makes sense]

Payment terms: [Monthly / Quarterly in arrears / Annual true-up]

What we're not proposing: [Be explicit about what's off the table — e.g. equity / exclusivity in all markets / upfront payment]

5. Joint Go-to-Market Plan

Phase 1: Foundation (Months 1–2)

ActivityOwnerTimeline
Technical integration scoped and resourced[Engineering at both companies][Month 1]
Partnership launch announcement drafted[Marketing at both companies][Month 1]
Joint customer case study identified[CSM at both companies][Month 2]
Partner enablement — each team trained on the other's product[Partnership lead, both sides][Month 2]

Phase 2: Launch (Month 3)

ActivityOwnerTimeline
Integration live in both products / marketplace[Engineering][Month 3]
Joint press release / blog post / email announcement[Marketing][Month 3]
First joint webinar[Both companies][Month 3]
First joint pipeline reviewed[Partnership leads][Month 3]

Phase 3: Scale (Months 4–12)

ActivityOwnerCadence
Co-sell on named accounts[AE at both companies][Monthly]
Joint content (blog, webinar, case study)[Marketing][Quarterly]
Pipeline and revenue review[Partnership leads][Monthly]
Partnership QBR[VP level, both companies][Quarterly]

6. Success Metrics

How we'll know the partnership is working:

MetricYear 1 targetMeasurement
Customers referred (each direction)[X][CRM tracking — tagged as partner-sourced]
Revenue from partnership[£/$/€ X ARR][CRM + finance reporting]
Integration adoption[X% of mutual customers using integration][Product analytics]
Customer satisfaction with integration[NPS ≥ X][Post-integration survey]
Joint pipeline generated[£X][Quarterly pipeline review]

Review cadence: Monthly partnership lead check-in + Quarterly business review at VP level

7. Governance & Operations

Partnership contacts:

Role[Your Company][Partner]
Partnership lead (day-to-day)[Name, email][TBC]
Executive sponsor[Name, title][TBC]
Technical lead[Name][TBC]
Marketing lead[Name][TBC]

Decision-making:

  • Day-to-day partnership operations: partnership leads
  • Commercial term changes: VP-level approval from both parties
  • Partnership termination: CEO/MD sign-off + [X days] written notice

Legal framework:

  • Partnership agreement / MOU to be drafted by [Company]'s legal team
  • Data processing agreement (if personal data is shared)
  • NDAs: [already in place / to be signed before detailed discussions]
  • IP ownership: [Clarify who owns jointly developed materials, integrations, content]

8. Risks & Mitigations

RiskLikelihoodMitigation
Partnership champion leaves [Partner]MEnsure VP-level sponsorship; build multiple relationships
Integration takes longer than plannedMScope technical work in Phase 1; set realistic launch commitment
Low adoption of the integrationMInclude in onboarding for both products; co-market to existing customers not just new
Partner signs with our competitorLDiscuss exclusivity options; prioritise quick launch to create switching costs
Commercial model becomes imbalancedLQuarterly review with clear exit terms if targets are consistently missed

9. Proposed Next Steps

#ActionOwnerBy when
1[Partner] reviews this proposal and provides feedback[[Partner name]][Date]
2Both parties sign NDA (if not already in place)[Legal, both sides][Before next meeting]
3Technical discovery call — assess integration feasibility[Engineering leads][Date]
4Commercial terms negotiation[Partnership leads / VP][Date]
5MOU / partnership agreement drafted and signed[Legal][Date]
6Integration and launch planning begins[Both teams][Date]

Quality Checks

  • Value proposition for the partner is written from their perspective — not yours
  • Commercial model includes specific numbers, not just structure
  • "What we're not proposing" section prevents misaligned expectations
  • Go-to-market plan has named owners and dates, not "TBD"
  • Success metrics are agreed bilaterally — not set unilaterally
  • Risks section includes the most uncomfortable risk (partner signs with a competitor)

Example Trigger Phrases

  • "Write a partnership proposal for [Company] to partner with [Partner]"
  • "Draft a co-marketing partnership brief between us and [Partner]"
  • "Create a reseller partnership proposal for [Company]"
  • "Build the business case for a strategic partnership with [Partner]"
  • "Structure a technology integration partnership proposal"

Anti-Patterns

  • Do not write the value proposition from your own perspective — the "For Partner" section must be written from the partner's point of view, in the language of their goals and their customers
  • Do not leave commercial terms as structure without numbers — a proposal that says "revenue share" without stating the percentage is not a proposal, it is a conversation opener
  • Do not omit the "What we're not proposing" section — leaving unstated assumptions creates misaligned expectations that derail negotiations later
  • Do not set success metrics unilaterally — metrics that only your company controls or cares about will not earn partner commitment
  • Do not write a go-to-market plan with "TBD" owners — every activity must have a named owner on at least one side before the proposal goes out

Related skills

capacity-planningcompetitor-teardowncontext-engineering-reviewrunbook-writerreceipts-audit