For companies whose sales run through dealers, distributors and solution partners we build channel software: partner records and tiering, target and commission calculation, lead sharing and conflict prevention, marketing collateral, and training and certification tracking are brought together in one place.
In a company selling through a channel, the owner knows the first ten dealers off by heart. They know who buys how much, whose payment is late and what was promised to whom. Once the number of dealers reaches thirty or fifty, that knowledge no longer stays in anyone's head. Targets are kept in an Excel file, commission is calculated by hand at month end, and almost every period brings an objection. It emerges that two dealers have quoted the same customer separately; both have put in the effort, one loses out and works with less enthusiasm the next time. And when someone asks who has completed which training, or which product group a given partner's authorisation covers, the answer is usually a guess.
Partner and channel management, PRM for short, is set up to manage the relationship itself. There are two boundaries here that are often confused. The first is the difference from CRM: CRM manages the sale made directly to the end customer, while PRM manages the situation where the sale runs indirectly through a partner; your counterpart is not the customer but the company that reaches the customer. The second is the difference from a B2B ordering portal: the portal handles the commercial transaction, that is, the price, the basket, the balance and the order. PRM handles the relationship around the transaction: who is at which tier, what their target is, how their commission is calculated, which opportunity belongs to whom, which training they have completed. Projects set up without making that distinction become unusable, because they squeeze two different jobs onto one screen.
The structure we build ties the answers to these questions to records. Partner applications and approvals enter a defined flow; documents, the contract and the scope of authorisation sit on the partner's record. The tiering rule is written down: at what turnover, with what training or against what criterion a partner moves up a level, and what that level brings with it. Because targets and commission are calculated from the same data, the month-end argument stops being an argument about a number and becomes an argument about the rule, which is far healthier. Deal registration means that two partners approaching the same customer is visible from the outset. Marketing collateral, current price lists and training content become accessible from the partner's own portal; old versions stop circulating in the field.
There is a limit to this as well, and it needs saying. PRM is not a tool that persuades your dealer to sell more; it makes a channel programme that has been set up fairly and understandably visible and trackable. A badly designed commission plan is not repaired by moving it into a system, it merely becomes clearer to everyone. The system also depends on the partner entering data; conflict prevention does not work for a dealer who does not register opportunities, so a design in which registering gives the partner something concrete in return is essential. On territory, pricing and exclusivity arrangements there are boundaries drawn by competition law; the system applies those decisions within the framework your legal adviser sets, and we do not set that framework.
Companies that do not sell the product themselves but reach the market through dealers and distributors. As the channel grows, target, commission and campaign tracking stop working in Excel; which dealer is genuinely growing, which is merely carrying stock and which is quietly shrinking becomes invisible. Channel decisions are then left to instinct.
Structures where installation, customisation and support are carried out by the partner. Here the partner's certification status is a commercial matter: an installation done by an unauthorised partner later creates problems both for the customer and for the brand. Who is authorised in which product group, and when that authorisation expires, has to be tracked in the records.
Companies that assign a territory or a customer group to their dealers. Where two partners quote different prices to the same customer and conflicting offers keep repeating, both the credibility of the brand and the partners' trust in each other and in the brand suffer. Deal registration makes this friction visible before the sale is lost.
Businesses that have just taken on their first dealers or are rapidly expanding an existing network. In this period, when the rules have not yet settled, setting the programme up in a written and repeatable way costs far less than later trying to change the settled habits of thirty dealers. A rule established early produces far less argument than one corrected afterwards.
A new dealer application is taken through a form; the required documents and the contract are collected in the same file and the approval steps run in sequence. The approved partner's scope of authorisation, territory, product group and contract dates sit on their record. When records such as the tax certificate, the authorisation document or the contract reach the end of their validity, an alert is raised; a partner working on an expired document does not go unnoticed.
Partners are divided into tiers against defined criteria; which tier brings which discount, support and priority is set out as a written rule. Tier changes are calculated periodically from the data, so a tier becomes the result of a measurement rather than of a negotiation. When a rule changes, past periods are retained under the old rule and which partner was at which tier at which time can be read back.
Annual and periodic targets are defined by partner, territory or product group; performance against them is followed on the same screen. Commission and entitlements are calculated from sales and collection data according to the defined rule; returns and cancellations are reflected in the same calculation. Because the items making up the calculation open up line by line, month-end objections are resolved at source and the same objection does not recur every period.
A partner registers the customer they are working on in the system and owns that opportunity for a defined period. When the same customer is submitted a second time, the situation becomes visible and the defined rule comes into play; the decision is taken by the responsible person on the brand side. Conflict within the channel is therefore resolved at the very beginning rather than after the sale has been lost.
Enquiries that come directly to the brand are distributed to partners according to territory, product group, tier or workload rules. How quickly the partner responded to the enquiry, what they did and what the outcome was is recorded. Cutting the lead flow to a partner who never responds is no longer an instinctive decision; it becomes a measured decision that can be discussed.
Current catalogues, price lists, images, presentations and campaign material become accessible from the partner's portal; old versions drop out of circulation and who downloaded what and when is visible. The rules on how the brand logo and name may be used sit in the same place. Where partner-level campaign budgets are used, the request, the approval and the proof of spend are tracked in the same flow.
The training the partner's staff must complete is assigned, certificate validity periods are monitored and the scope of authorisation is tied to that status. Turnover, collections, training status and lead response performance are brought together in a single scorecard; where a partner is weak becomes visible. The channel dashboard is fed from this data, and the partner can follow their own scorecard from their own portal.
We establish which rule is written down today and which one is only spoken. The dealer list, contracts, discount tiers, commission calculations and the objections raised in recent periods are reviewed. In most projects the most valuable output is seeing contradictory rules side by side for the first time, and finding out who promised what.
Tier criteria, commission formulas, the deal registration period and lead distribution rules are clarified together with you. This step is a decision task rather than a software task; we do not start development until the decisions are clear, because an ambiguous rule stays ambiguous in the system too and the whole argument reopens at the first objection.
Partner records, tiering, target tracking and portal access go live. The screens partners see are deliberately kept plain; on the channel side, a complex interface is the reason a system goes unused. Access and data visibility are strictly separated per partner; no partner can see another's turnover, prices or opportunities.
The commission calculation is run on real sales data and verified by comparing it against the manual calculation for a past period. Deal registration and lead distribution are switched on; the ERP and CRM connections are built. We do not go live until the source of any discrepancy has been found and closed, because the first wrong calculation is costly.
The system is opened first with a limited number of partners; in the first period the old method runs in parallel. Rules and screens are corrected with the feedback received, and the system is then rolled out to the whole channel in stages. Support continues after go-live; as the programme changes, the rules are updated. Source code, database and documentation are handed over to you.
If you sell directly, a CRM may be enough. If the bulk of your sales runs through dealers and solution partners, the CRM's model falls short, because a CRM is built to track the customer; in a channel, what you need to track is the partner themselves: their tier, their target, their commission, their training and their ownership of opportunities. In practice the two work together. We set the PRM up alongside your existing CRM without replacing it, and share the common data through integration.
No, it sits on top of it. The B2B portal handles the commercial transaction: price list, basket, order, account balance. PRM manages the relationship around the transaction: who is at which tier, what their target is, how their commission is calculated, which opportunity belongs to whom, which training has been completed. The two can share the same partner record and the same single sign-on; that way the dealer logs in from one place and sees their order, their target and their commission in the same portal.
Trust comes from showing the calculation openly. The system presents commission not as a single figure but line by line: which sales it came from, at which rates and with which adjustments. The partner can follow their own data from their own portal before the period closes. At go-live we calculate a past period both by hand and through the system and compare the two. If there is a difference we do not go live until its source is found, because the first wrong calculation takes a long time to win trust back from.
It does not end it; it makes it visible and ties it to a rule. Conflict arises from two partners approaching the same customer. The system brings this out at the moment of registration rather than after the sale is lost, and applies the defined rule. But the rule is your decision: how long the period is, whether whoever registers first has priority, whether territory is the deciding factor. If you do not set the rule fairly, the system will only accelerate the unfairness. That is why we address rule design in the first steps of the project.
The system will largely stay empty, and that has to be said from the outset. If opportunities are not registered, conflict prevention does not work; if training is not completed, the certification scorecard becomes meaningless. That is why a design in which entering data gives the partner something concrete in return is essential: protection of the opportunity they registered, lead priority, a tier advantage. The software does not produce that return; your channel programme produces it, and we make it workable and measurable.
The partner registration and approval flow; tracking of contracts, documents and the scope of authorisation; rule-based tiering; targets, quotas and a transparent commission calculation; deal registration with conflict checking; lead distribution and response tracking; marketing collateral sharing; training and certificate validity monitoring; the partner scorecard and the channel dashboard. Source code, database and documentation belong to you.
In a 30-minute discovery call we listen to what you need and tell you honestly whether custom development or an off-the-shelf product is the better answer.
We build a system that runs the work of your field reps from a phone: route and visit plans, mobile ordering, in-field collections, shelf and competitor photos and target tracking all come together in a single app. The app also works without an internet connection and synchronises by itself once the connection returns.
Details →We unify the customer data held on your website, e-commerce platform, CRM, call records and in-store tills under a single identity. Duplicate records are matched, segments are generated by rule, consent status travels with every record, and segments are pushed to channels in a controlled way. The aim is not another report, but a working customer view that the channels can use every day.
Details →We turn email, SMS and WhatsApp messages from announcements sent one at a time into flows that run themselves according to what the customer does. Abandoned basket, welcome, win-back and post-purchase flows are built; people who show interest are scored and handed over to the sales team. Consent and sending discipline are built into the flow itself.
Details →We build a learning management system (LMS) that brings together, in one place, the training catalogue, who is required to take which course, who has completed it and when a certificate expires. When an audit asks for the record of your health and safety and quality training, it comes out on a single screen rather than after hours of searching.
Details →We build a system that ties the company goal to team and individual goals and bases the end-of-period review on records rather than memory. Goal management runs on OKR and individual assessment on a performance management system (PMS); we keep the two side by side on the same platform without mixing them up.
Details →We do not replace Logo, Mikro or Netsis (the accounting packages in common use in Türkiye). We build a finance layer that gathers current accounts, banks, cash, cheques and promissory notes, expenses and cash flow alongside your accounting package, and puts collection, payment and approval processes on rules. The record is still kept in accounting; visibility and process run in this layer.
Details →
