A Complete Guide On Co-selling (2026)

What is co-selling?

Co-selling is a partnership strategy in which two or more companies collaborate to sell complementary products or services to the same customer, typically by combining their sales teams, expertise, and market reach to close deals faster and create greater value for buyers. 

Instead of operating in isolation, partner organizations align their sales efforts to deliver a bundled or integrated solution that addresses broader business needs. 

There are various types of partnerships between companies that co-sell. One popular option is co-selling with the Hyperscaler sales team. Co-selling with a cloud marketplace is a collaborative sales model in which independent software vendors (ISVs) partner with major cloud providers (AWS, Azure, Google Cloud) to sell their products, leveraging the providers' sales teams to reach new customers. 

This approach combines the partner's specialized software with the cloud provider’s infrastructure to accelerate deals, often using the marketplace to streamline procurement and billing.

How co-selling works

• Partners identify prospects that can benefit from both solutions.
• Sales teams co-present, share expertise, and support each other in customer conversations.
• The combined offering provides a more complete or higher-impact solution than each product alone.
• Both companies benefit from expanded reach, higher deal value, or improved win rates.

Why companies use co-selling

• Expands access to new markets and customers
• Builds stronger credibility through partner endorsements
• Speeds up sales cycles with integrated solutions
• Increases deal size and customer lifetime value

How is co-selling different from reselling

Co-selling is when two companies work together to win a deal. Still, the original vendor retains ownership of the customer relationship and typically invoices the customer directly (or through a cloud marketplace). In this model, the partner supports the sales process through introductions, account alignment, and deal influence, but does not act as the seller of record. 

Re-selling, on the other hand, is when a partner actually sells the product to the customer and handles invoicing, often buying it at a discount and keeping a margin. With reselling, the partner usually owns the commercial relationship and may also manage renewals and support. In short, co-selling means “selling together,” while re-selling means “selling through a partner.

How co-selling works (end-to-end motion)

Co-selling is a structured, multi-stage collaboration between partners that spans the entire sales lifecycle. Co-selling typically involves shared pipeline creation, joint account planning, coordinated customer engagement, and collaborative deal execution.

While workflows vary across ecosystems and cloud providers, most co-sell motions follow a similar end-to-end process.

1. Partner alignment and enablement

Co-selling starts with selecting and enabling the right partners. Companies first identify partners whose solutions, customer base, and go-to-market strategy align with their own.

At this stage, partners typically:

• Align on target customer profiles and use cases
• Develop joint value propositions
• Train partner sales teams on the product and positioning
• Create shared sales assets and playbooks

For instance, when co-selling with cloud marketplaces, aligning with Hyperscaler priorities helps open more doors for ISVs.

2. Opportunity identification and sharing

Once partners are aligned, they begin identifying customer opportunities that could benefit from a combined solution.

Opportunities may be generated through direct sales teams, partner referrals, cloud provider field sellers, or marketplace-driven buyer engagement.

In many partner ecosystems, opportunities are registered or shared via partner portals, CRM integrations, or marketplace platforms to increase visibility and foster collaboration between partners.

An automated referral-sharing mechanism helps reduce friction in the co-sell process. 

3. Opportunity qualification and validation

After an opportunity is shared, both partners validate whether the deal qualifies for co-selling. This step ensures that the customer need aligns with both solutions and the opportunity has realistic revenue potential.

Cloud providers and partner ecosystems often require qualification criteria before allowing partners to officially co-sell an opportunity.

4. Joint account planning and sales execution

This is where active co-selling takes place. Sales teams collaborate to build and execute a joint sales strategy.

Typical activities include:

• Conducting discovery calls together
• Aligning messaging and solution positioning
• Delivering joint product demonstrations
• Coordinating technical validation and proof-of-concepts
• Engaging stakeholders across the customer organization

By combining domain expertise, technical capabilities, and customer relationships, partners can present a more comprehensive solution to buyers.

5. Deal structuring and procurement

As the deal progresses, partners collaborate on pricing, packaging, and procurement workflows.

In cloud ecosystems, this often includes developing a marketplace with private offers, structuring bundled or multi-party deals, and aligning contract terms and implementation scopes.

This phase is critical because co-sell deals frequently involve multiple stakeholders, pricing structures, and procurement paths.

6. Deal closure and revenue attribution

Once the customer completes procurement, the deal is formally closed. 

At this stage, partners track partner-sourced or partner-influenced revenue, co-sell attribution metrics, and partner performance and engagement. This helps organizations measure co-selling success and strengthen future collaboration with partners.

7. Post-sale expansion and customer success

Co-selling does not end when the deal closes. Many high-performing SaaS companies continue collaborating after implementation to drive expansion and retention.

Post-sale collaboration often includes:

• Joint onboarding and implementation support
• Customer success coordination
• Upsell and cross-sell opportunities
• Renewals and long-term account growth

Why an end-to-end co-sell motion matters

Organizations that treat co-selling as a structured, lifecycle-driven motion rather than ad-hoc partner collaboration typically achieve:

• Higher win rates
• Faster deal cycles
• Larger contract values
• Stronger partner engagement
• Better revenue predictability

High-performing partnership and GTM teams scale co-sell with a structured and automated process. 

Types of co-selling models

Co-selling can take multiple forms depending on the partner ecosystem, sales ownership, and customer engagement strategy. 

For B2B SaaS companies, understanding these models helps determine which partnerships to prioritize and how to structure joint go-to-market (GTM) motions effectively.

Below is the list of the most co-selling motions:

1. Vendor-to-vendor (ISV-to-ISV) co-selling

Vendor-to-vendor co-selling occurs when two software companies partner to sell complementary or integrated solutions to shared customers. This model is common when products naturally work better together and solve a broader customer problem.

For example, a CRM platform might integrate with a customer support automation tool to deliver a unified customer experience.

How vendor-to-vendor co-selling works:

• Partners build product integrations or technical compatibility
• Sales teams share leads and collaborate on joint opportunities
• Partners create bundled or solution-based messaging
• Deals may be sold separately or packaged together

This type of model works best when there is strong product integration, and both vendors share similar ICPs.

2. Vendor-to-cloud provider co-selling

This is one of the fastest-growing co-selling models in SaaS. It involves ISVs collaborating with hyperscalers such as AWS, Microsoft, and Google Cloud to sell cloud GTM solutions to enterprise customers jointly.

Cloud providers often support co-selling through partner programs, marketplace listings, and field seller collaboration. This model is especially valuable for SaaS companies targeting enterprise or global markets.

Having a strong co-sell automation platform like Clazar can help manage multi-cloud co-sell motions without juggling 10 different portals. 

3. Vendor-to-channel partner co-selling

Here, software vendors collaborate with channel partners, including system integrators (SIs), managed service providers (MSPs), and value-added resellers (VARs). 

These partners typically provide implementation, consulting, or managed services that enhance the vendor’s solution.

It’s an ideal co-sell model when solutions require implementation or customization, or when customers need industry-specific expertise.

4. Multi-partner co-selling

Multi-partner co-selling involves three or more organizations collaborating to deliver complex, enterprise-level solutions. These deals often combine software vendors, cloud providers, and service partners.

Multi-partner co-selling is leveraged for digital transformation projects, industry-specific solution bundles, or large enterprise modernization initiatives.

5. Partner-led vs vendor-led co-selling

Beyond ecosystem structure, co-selling models can also be categorized based on who leads the deal.

• Vendor-led co-selling
  The software vendor owns the primary customer relationship and brings partners into opportunities for added value.
• Partner-led co-selling
  The partner identifies and leads the opportunity, while the vendor supports product expertise, demonstrations, and closing efforts.
  Most mature partner ecosystems operate with a hybrid approach, in which deal leadership varies by opportunity source and customer relationships.

Benefits of co-selling

Co-selling has become a core growth strategy for B2B SaaS companies because it allows organizations to expand their reach, improve sales efficiency, and deliver stronger customer outcomes. 

By collaborating with ecosystem partners, vendors can unlock opportunities that are often difficult to achieve through direct sales alone. Below are the most important benefits co-selling delivers across revenue, market expansion, and customer success:

1. Accelerated revenue growth

One of the biggest advantages of co-selling is the ability to generate and close more pipeline through shared selling efforts. When partners collaborate on opportunities, they combine their customer access, expertise, and solution capabilities to improve conversion outcomes.

Because of joint credibility, co-selling often leads to higher win rates and shorter deal cycles. It also increases pipeline generation from partner-sourced opportunities.

For many SaaS companies, co-selling becomes a scalable way to expand revenue without proportionally increasing direct sales headcount.

2. Access to new markets and customers

Partners often have established relationships in customer segments or industries that vendors may find difficult to reach independently. 

Through co-selling, companies can tap into partner distribution channels, enterprise buyer networks, and regional markets.

This is especially valuable for SaaS companies expanding into:

• Enterprise accounts
• Global or region-specific markets
• Regulated or industry-specialized verticals

Cloud providers and system integrators, in particular, provide access to large enterprise customer bases that vendors may not reach through traditional outbound sales.

3. Increased deal size and expansion opportunities

Co-selling allows partners to deliver broader, integrated solutions that solve more complex customer challenges. 

When multiple complementary solutions are sold together, customers often see greater value, which increases contract size and long-term expansion potential.

Joint solutions can drive:

• Larger initial deal values
• Higher cross-sell and upsell opportunities
• Stronger customer retention through ecosystem integrations

Bundled offerings also make solutions harder to replace, thereby improving overall customer lifetime value.

4. Stronger buyer trust and credibility

Enterprise buyers often prefer solutions that are validated or supported by trusted partners. Co-selling enables vendors to leverage partner reputation, industry expertise, and platform credibility to strengthen customer confidence.

For example, cloud provider partnerships can signal technical reliability, security compliance, and long-term ecosystem support, all of which influence enterprise purchasing decisions.

5. Improved sales efficiency

Co-selling enables organizations to distribute sales responsibilities among partners, reducing friction in the buying process. 

Instead of relying on a single sales team, companies benefit from multiple teams collaborating to drive deal progression.

This improves efficiency by:

• Sharing sales resources and technical expertise
• Reducing customer education cycles
• Increasing deal velocity through coordinated engagement
• Improving opportunity qualification using partner insights

6. Better customer outcomes and solution adoption

Co-selling focuses on delivering holistic solutions rather than standalone products. When partners collaborate across sales, implementation, and customer success, customers benefit from better onboarding, integration, and long-term support.

This often results in:

• Faster time-to-value for customers
• Stronger product adoption
• Higher customer satisfaction
• Increased renewal and expansion rates

7. Competitive differentiation through ecosystem value

As SaaS markets become increasingly crowded, standalone product capabilities are often not enough to win deals. Co-selling helps companies differentiate by offering ecosystem-driven solutions that address broader customer challenges.

Organizations that build strong co-sell ecosystems can position themselves as strategic solution providers rather than single-product vendors.

8. Marketplace and procurement advantages

In cloud ecosystems, co-selling often aligns with marketplace transactions. Marketplaces simplify enterprise procurement by allowing customers to purchase software using pre-approved cloud budgets or spending commitments.

This significantly reduces procurement friction, shortens sales cycles, improves deal predictability, and increases customer purchasing flexibility.

Co-selling with cloud providers

Co-selling with cloud providers is a go-to-market strategy in which ISVs collaborate with hyperscaler sales teams (AWS, Microsoft, and Google Cloud) to generate pipeline, close enterprise deals faster, and increase deal size.

Cloud co-selling is increasingly important as enterprise software buyers shift toward cloud procurement and marketplaces. 

Canalys projects hyperscaler cloud marketplace software sales will grow from $16 billion in 2023 to $85 billion by 2028, showing how quickly cloud marketplaces are becoming a core software channel.

Let’s understand what it means to co-sell with AWS, Azure, and Google Cloud sales teams:

1. Co-selling with AWS

AWS co-selling is typically powered by AWS Partner Network (APN) programs, AWS Marketplace, and the AWS ACE opportunity system. AWS is widely considered the most mature co-sell ecosystem due to its broad enterprise field seller coverage and structured partner engagement models.

AWS Marketplace matters because it is increasingly the “checkout lane” for enterprise cloud deals. Many AWS enterprise customers have:

• AWS spend commitments
• Cloud procurement approvals
• Vendor onboarding rules optimized for Marketplace

AWS co-selling works best when partners treat AWS sellers like a second sales team. High-performing SaaS companies typically:

• Provide AWS sellers with short positioning and use cases
• Share proof points (logos, case studies, outcomes)
• Run joint account planning for target accounts
• Use Marketplace private offers to close faster

AWS co-sell programs enable partners to collaborate with AWS sellers, share leads, and gain access to pre-committed enterprise cloud budgets.

2. Co-selling with Microsoft

Microsoft’s co-sell ecosystem is built around Partner Center, referrals, and the Microsoft Commercial Marketplace. Compared to AWS, Microsoft co-selling is often more eligibility-driven, meaning your Marketplace listing and partner status strongly influence your ability to co-sell effectively.

To co-sell with Microsoft, SaaS companies typically need:

• A valid Microsoft partner profile
• A Marketplace offer aligned to Microsoft’s requirements
• Clear solution positioning that maps to Microsoft priorities

In many cases, Microsoft expects partners to have a transactable marketplace listing before co-selling becomes scalable.

Microsoft’s Marketplace is closely tied to co-selling, as enterprise customers often want purchases to count toward existing Azure commitments. 

This is one of the clearest reasons Marketplace-led co-selling works: it aligns procurement with existing cloud spend budgets.

3. Co-selling with Google Cloud

Google Cloud co-selling has grown rapidly, especially among SaaS companies in data, security, infrastructure, and AI.

Google’s co-sell ecosystem is typically driven by:

• Partner Advantage
• Co-sell incentives
• Google Cloud Marketplace

Google Cloud Marketplace is increasingly positioned as an enterprise procurement engine.

In 2025, Google Cloud introduced a simplified commit drawdown model for private offers in the Marketplace channel. According to ChannelE2E, qualifying purchases can count toward 100% committed spend, capped at 25% of the total commitment (effective June 9, 2025).

Google Cloud often uses incentives to encourage partner-seller collaboration, such as:

• Joint selling support
• Partner funding programs
• Field alignment resources
• Marketplace deal acceleration

How to build a successful co-sell program

A successful co-sell program is not a partner directory. It is a repeatable revenue motion built on shared accounts, shared plays, and shared outcomes. The strongest programs are operational, measurable, and tightly aligned with how your GTM already works. Below is a practical framework to build a co-sell the right way.

1. Align your partner strategy with your GTM motion

The first step is focus. Co-sell only works when there is meaningful overlap between your ICP and the partner’s ICP. Look for partners who already sell to the same buyer, in the same accounts, and in the same budget cycles. If the overlap is weak, the partnership will depend on goodwill instead of the pipeline.

A strong partner ecosystem is usually built around one of three categories: SIs who can implement and expand your footprint, ISVs with adjacent products and shared customers, or cloud field teams that can bring you into active deals. Start small. Three to five partners with clear overlap will outperform twenty “strategic” partnerships with no execution.

Cloud providers can be one of the most powerful co-sell channels, but only if you treat them as a motion, not a logo. The goal is not just to “partner with AWS” or “be on Azure.” The goal is to build repeatable collaboration with field sellers and partner teams already working in your target accounts.

2. Enable partner sales teams

Partner enablement fails when it is built like product onboarding. Partner sellers do not need to learn everything. They need to know when to bring you in, what to say, and how to position you against the alternatives.

Keep training lightweight and role-specific. A short certification or play-based training works best, especially when it maps directly to the top objections and buying triggers you see in the field.

The most useful partner assets are the simplest ones:

• A one-page positioning sheet
• A “when to bring us in” cheat sheet
• A short discovery script
• 2–3 customer stories mapped to your plays
• A tight deck that supports a first call

Additionally, incentives can accelerate co-sell. The best incentives are tied to meaningful outcomes, such as qualified pipeline creation or closed revenue. Avoid rewarding low-quality intros. That creates noise and burns trust on both sides.

If you are working with cloud providers, align incentives with their internal processes as well. Partners and cloud sellers are more likely to engage when the deal supports their targets and helps them win inside their own organization.

1. Build joint account planning processes

Co-sell becomes real when you stop talking about partnership and start talking about accounts. Account mapping should focus on a shared list of target accounts where both teams have active relationships or active signals.

Start with a manageable list of 50–200 accounts per partner. A smaller, well-owned list is far more productive than a large list no one touches.

Next, build a simple scoring model based on factors like cloud spend, current initiatives, known pain points, and partner relationship strength. 

Another important facet of account planning is territory planning. Assign clear owners on both sides, define how introductions will happen, and set expectations for response times. 

2. Track performance and optimize

- Co-sell sourced vs influenced pipeline

You need a clear way to separate the partner-sourced pipeline (created by the partner) from the partner-influenced pipeline (accelerated by the partner). Both matter, but they represent different types of impact and should be measured differently.

• Win rate improvements
  One of the strongest indicators that co-sell is working is win rate. Partner deals often close at a higher rate because trust is transferred and the partner helps reduce risk. If your win rate is not improving, the program may be generating activity without real leverage.

• Deal cycle metrics
  Co-sell should also reduce sales cycle time. Track whether partner-involved deals move faster through key stages like discovery, security review, and procurement. This is especially important when marketplace procurement is part of the motion, since the right co-sell setup can dramatically reduce friction at the end of the deal.
  Having a reliable co-sell analytics platform can help track performance, double down on what’s working, and optimize for success.

Common co-selling challenges (and how to solve them)

Even strong partner strategies can fail in execution. Co-selling is operational by nature, and small breakdowns compound quickly across teams, territories, and tools. 

The good news is that most co-sell challenges are predictable and solvable if you treat them as a revenue motion rather than a relationship program. 

This is also where a cloud GTM platform like Clazar can make the difference by standardizing workflows, improving visibility, and reducing friction across your co-sell ecosystem.

Below are the most common co-selling challenges and the practical fixes high-performing teams use.

1. Limited partner engagement

One of the biggest myths in partnerships is that signing an agreement creates momentum. In reality, most partners do not engage consistently unless there is a clear reason for their sellers to act.

How to solve it: Start by narrowing the motion. Instead of asking partners to “bring deals,” give them 1–2 specific plays tied to clear buying triggers and a target account list small enough to execute. Enable partner sellers with simple assets and a repeatable talk track.

How Clazar helps ISVs co-sell with Hyperscalers: Clazar helps package co-selling into repeatable plays by making it easier to identify the right opportunities, route them to the right owners, and keep partner sellers focused on deals most likely to move.

2. Poor pipeline visibility

Co-sell programs often fail because both sides believe the other isn't doing anything. Deals are discussed and intros happen, but nothing is tracked consistently, so partner impact goes unnoticed.

How to solve it: Define partner-sourced vs partner-influenced pipeline, enforce consistent CRM tagging, and run a predictable cadence of pipeline working sessions with clear owners and next steps.

3. Complex deal registration and compliance

Deal registration is meant to reduce conflict, but it often becomes a blocker when the process is slow, confusing, or inconsistent across partner types and cloud programs. Compliance requirements can add additional friction to enterprise deals.

How to solve it: Clarify rules of engagement, reduce registration steps, and set internal SLAs so partners get quick responses. Treat deal registration as a workflow, not a form.

How Clazar helps with co-sell automation: Clazar can streamline co-sell workflows tied to cloud marketplace motions, helping teams reduce procurement and process friction and create a cleaner path from partner-introduced deal to automated opportunity creation and referrals.

4. CRM and ecosystem tool fragmentation

Co-sell breaks when deals live in too many places: CRM, PRM, cloud portals, spreadsheets, and email threads. As the program scales, fragmentation becomes operational drag and forecasting becomes unreliable.

How to solve it: Pick a system of record, usually CRM such as Salesforce, and standardize fields, stages, and workflows. Use automation to reduce manual updates and keep partner data clean.

For co-selling with Hyperscalers, Clazar acts as the connective layer across your cloud GTM motion and partner ecosystem, reducing tool sprawl and keeping co-sell execution structured, especially when AWS Marketplace or cloud field engagement is part of the deal flow.

5. Attribution and revenue tracking

Attribution becomes sensitive as revenue grows. Partners want credit for influence, sales teams want credit for execution, and leadership wants clean reporting. Without shared definitions, co-sell turns political.

How to solve it: Define sourced vs influenced upfront and align incentives to those definitions. Track influence based on measurable actions such as introductions, account-planning participation, or direct deal acceleration.

Co-selling metrics that matter

Co-sell only scales when it is measured correctly. Too many teams track partner activity rather than partner impact, making it hard to understand what is actually working. The right metrics focus on revenue outcomes, deal quality, and speed, not just volume. When measured well, co-sell becomes a predictable GTM lever rather than an experimental channel.

Below are the co-selling metrics that matter most, with practical formulas and examples.

1. Co-sell sourced pipeline

Co-sell sourced pipeline measures the total value of opportunities created directly by partners if partners introduce 15 qualified opportunities with an average ACV of $80K, partner-sourced pipeline = $1.2M.

Formula: Partner-sourced pipeline = Sum of opportunity ACV where source = partnerThis metric is a strong signal of partner demand generation, but quality matters more than volume. Low-intent intros inflate pipeline without driving revenue.

2. Co-sell influenced revenue

Not all valuable co-sell deals are sourced by partners. Many are influenced through introductions, deal acceleration, technical validation, or procurement support.

Formula: Partner-influenced revenue = Closed-won ACV of deals where a partner was actively involved

This metric helps capture the full revenue impact of co-sell beyond first touch.

3. Partner win rates

Partner win rate compares the percentage of co-sell deals that close versus non-partner deals. If 30 of 75 co-sell opportunities close, the partner win rate is 40%. If non-partner deals close at 25%, co-sell is materially improving outcomes.

Formula: Partner win rate = Closed-won deals ÷ total co-sell opportunities

Higher win rates usually indicate stronger buyer trust and better deal alignment.

4. Average deal size

Co-sell often increases deal size by enabling broader rollouts, multi-team adoption, or bundled solutions with services. If 10 co-sell deals close for a total of $2M, the average co-sell deal size is $200K. If your non-partner average is $140K, co-sell is driving larger, more strategic deals.

Formula: Average co-sell deal size = Total co-sell revenue ÷ number of co-sell deals closed.

5. Sales cycle acceleration

One of the most valuable co-sell benefits is speed. Partners can reduce time spent in discovery, security review, and procurement. This metric is especially important for enterprise and marketplace deals.

Formula: Sales cycle acceleration = Average non-partner sales cycle − average co-sell sales cycle

If non-partner deals close in 120 days and co-sell deals close in 90 days, co-sell accelerates the cycle by 30 days.

6. Marketplace-linked revenue

For teams selling through cloud marketplaces, marketplace-linked revenue indicates the extent to which co-sell activity is tied to marketplace transactions or cloud provider involvement. This metric is critical for forecasting, cloud alignment, and long-term GTM planning.

Formula: Marketplace-linked revenue = Closed-won ACV transacted via marketplace

If $3M in revenue closes in a quarter and $1.8M is transacted through the marketplace, marketplace-linked revenue = $1.8M (60%).

The role of cloud marketplaces in scaling co-selling

Cloud marketplaces have quietly become one of the most important levers for scaling co-sell. What started as a procurement channel has evolved into a GTM multiplier that aligns vendors, partners, and cloud providers around a shared revenue motion. When combined with a strong co-sell strategy, marketplaces turn collaboration into something operational, measurable, and easier to close.

How marketplaces unlock co-sell opportunities

At their core, cloud marketplaces reduce friction. Buyers can purchase software using pre-approved cloud spending commitments, such as AWS EDPs or Azure MACC, instead of navigating new vendor onboarding, legal reviews, and procurement cycles.

For co-sell, this changes everything.

Marketplaces give cloud sellers a clear reason to engage because marketplace transactions count toward their internal targets. They give partners confidence that deals will close faster. And they give buyers a simpler way to say yes.

When deals are routed through the marketplace, co-sell becomes easier to attach, easier to justify internally, and easier to forecast.

Marketplace + co-sell flywheel

When marketplaces and co-sell are tightly integrated, they create a flywheel effect.

It starts with cloud alignment. Cloud sellers are more willing to introduce vendors that transact through the marketplace because it helps them meet their targets. Those introductions lead to warmer conversations and higher-quality pipeline.

Next comes partner engagement. Partners are more motivated to co-sell when they know deals will close faster and procurement risk is lower. This increases partner participation in account planning and opportunity creation.

Then comes buyer momentum. Buyers move faster when they can use existing cloud commitments, avoid new vendor paperwork, and standardize purchases across teams.

Finally, revenue compounds. Faster closes improve forecast accuracy. Higher win rates justify deeper investment in the cloud and partners. Over time, marketplace-led co-selling has become one of the most reliable pipeline engines in the GTM.

This enables ISVs to transition from opportunistic co-sell to scalable co-sell. The marketplace becomes the connective tissue that aligns incentives across vendors, partners, and cloud providers.

What to look for in a co-selling platform

CRM + marketplace + partner portal sync

A scalable co-sell platform must integrate cleanly with CRM while also connecting to cloud marketplaces and partner ecosystems. This ensures that deals move through one consistent system of record without manual reconciliation.

Automated opportunity sharing

Opportunity sharing should not depend on email or meetings. The right platform automatically shares, updates, and tracks co-sell opportunities across internal teams, partners, and hyperscaler programs.

Unified pipeline visibility

Teams need a single view of co-sell pipeline across sourced and influenced deals, partners, and cloud providers. Unified visibility allows for accurate forecasting, cleaner attribution, and faster decision-making.

Partner performance tracking

To scale co-sell, teams must understand which partners are driving impact. A strong platform makes it easy to measure partner pipeline, win rates, deal velocity, and expansion influence over time.

Compliance automation

Enterprise co-sell often involves strict procurement, deal registration, and compliance requirements. Automation reduces friction, prevents errors, and helps deals move forward without unnecessary delays.

Why Clazar is the best platform for co-selling

Co-selling can start with spreadsheets, email threads, and good intentions. But once the pipeline grows and multiple partners and hyperscalers are involved, manual processes quickly break down. Scaling co-sell requires a platform that can connect CRM, cloud marketplaces, and partner workflows into a single, operational workflow. This is where Clazar is purpose-built to help SaaS companies scale co-selling with hyperscalers.

How Clazar Helps SaaS Companies Scale Co-Selling

Marketplace and co-sell automation

Clazar automates workflows that connect co-sell execution with cloud marketplace transactions. This reduces procurement friction, accelerates enterprise deals, and aligns incentives for vendors, partners, and hyperscalers.

CRM integrations

Clazar integrates directly with leading CRMs, ensuring partner-sourced and partner-influenced opportunities are tracked consistently. This creates a reliable system of record and eliminates manual data entry.

Opportunity tracking across hyperscalers

Co-sell often spans multiple hyperscalers. Clazar provides visibility into opportunities across AWS, Azure, and GCP motions, helping teams manage co-sell activity without switching between portals.

Partner collaboration workflows

Clazar enables structured collaboration between sales teams, partners, and hyperscaler field sellers. Shared opportunities, clear ownership, and consistent updates help deals move faster and reduce confusion.

Cloud GTM analytics

With co-sell, marketplace, and CRM data connected, Clazar delivers GTM analytics that show what is working and where to invest. Teams can track partner impact, marketplace revenue, sales cycle acceleration, and co-sell ROI with confidence.

Connect with a Clazar expert today to automate your co-sell.

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