annashay 
This is a complex topic to unpack. And if someone’s giving you a clean version of partnerships, they’re taking you for a joke. Especially B2B partnerships.
They are complex, sensitive, and highly relational. And require a lot of trust. The topic, though, skips that. And why not, right?
The industry has an abundance of software that makes talking to partners almost obsolete. PRMs and other tools manage affiliates, influencers, and everything else in between. It makes the human touch a distant cousin to the absolute disconnection of the machine system.
It removes all need for oversight because the dashboard will tell you what the metrics are. If an influencer or agency doesn’t show the right metrics, we should kick them out, or in corporate terms, the partnership should be reevaluated.
And that’s good- economies are based on logic, and B2B is, as we have all heard, rational and logical.
This is the biggest myth in all of marketing and the B2B spheres. Early marketers, Account Managers, and Marketing leaders should not fall into this trap. B2B partnerships are as messy and as human as they come.
Let’s unpack this.
B2B Partnership Strategies are misunderstood.
A lot of pieces on the internet have fundamentally missed the mark of partnerships. They will tell you what to do. The basic format goes something like this: –
- What are the types of partnerships
→ Affiliate Marketing
→ Referral Partners
→ Resellers
→ Wholesalers
→ Co-marketing programs
And so on.
- What should you do?
→ Identify your need.
→ Align yours and your partners’ goals.
→ Discover tools like PRMs to manage the partners.
→ Co-ordinate stakeholder actions and objectives.
→ Create a playbook for onboarding and brand guidelines.
→ Measure KPIs
And so on.
Go to any piece, and you will find similar formats. They say the same thing.
The core takeaway from this piece is this: manage your partnerships. This duty falls on you. Here are some things you can do that we think may work. Or if you don’t want to get into the hassle, we’ll do it for you.
These are advices that expire quickly because they aren’t based on the first principles of partnership management.
They are rooted in practices that have already been integrated. The issue isn’t purely systematic. If it were 65%, partnerships wouldn’t be failing.
While partnerships yield a higher revenue and improve CAC: CLV ratios, they have become a double-edged sword. The risk here is that either it works or you waste a lot of money on failed partnerships. And the probability of failure is high.
Agencies don’t stick to their words, influencers lie, and affiliates go nowhere. Wholesalers and resellers are safe bets, but they control the terms- not you. Partnerships are layers on layers. And malicious actors are part of this web.
But hey, SEO best practices must be adhered to. The blogs are just doing what’s best for their organization. Not yours.
See? If you were particularly observant- which most of you leaders are- you would think to yourself: “Hey, this was our first touchpoint and it’s already an ask. Already a manipulation to position themselves to get the revenue we have.”
There is a vital disconnection between current partnership practices, their diagnosis, and subsequent solutions. Think of how a business gets a deal: through trust and navigation of complexity.
Partnerships are fundamentally falling apart because they are not based on cooperation or competition; they are based on a zero-sum game.
What can businesses do to improve B2B partnerships?
Here are some strategies that won’t offer you any easy answers. But they bring nuance to your thinking and are based on what will actually help you solve your problem. At the very least, it will help you think of partnerships as living, breathing ecosystems, which they are. Not unchanging scenarios that can be solved without the overarching mess.
Coopetition.
This is the preface of all the strategies. What you need to aim with your partners is coopetition. It is the integration of all strategic concepts. The hidden nerve that connects and pumps blood into the partnering organization.
It’s a concept from game theory, inspired by the work of two game theorists – John von Neumann and Oskar Morgenstern.
Essentially, the argument goes that organizations thrive in a mutual environment of push and pull. And this is true: competition creates innovation, and cooperation creates growth. Two competitors create a bigger market and then compete to get the biggest piece of that market. For example, Samsung and Apple. They build phones that compete with each other and set competitive pricing, yet help each other develop screens and other auxiliary components.
This is one of the most natural and harmonious courses of action for partners. To understand that they can create a bigger market share and enter the competition. It eliminates the false pretenses of pure cooperation and doesn’t bind any one entity into subservience.
B2B Partnership Strategies
1. Information Asymmetry Management
Partnerships fail because there’s no trust to go around. You can’t share much with your partners, and they can’t divulge things to you, because that risks losing leverage.
This leverage is what keeps you in business in the first place. What happens when your partner figures out everything and they use it to get a leg up over you?
This is where Information Asymmetry Management comes into play. The nuanced delegation of information. This is one of the most challenging processes of the entire partnership.
What do you divulge without giving away your hand and still maintain cooperation?
That is the question- how does someone decide what data and information should be shared? Ideally, a committee, but there are a lot of partnerships that an organization undertakes.
Some are crucial, and some are arbitrary, like accepting the terms and conditions of a piece of technology.
This strategy ensures that nothing you share is against you. And that there is no duplication between the partners. Imagine your SDR makes a sale, and that same sale is done by an external team. Now, you have the meeting, who do you attribute it to?
Maybe because of your deal, you’d have to give it to your partners, souring your relationship with your SDRs. Or the other way around. A mess, in short. But, in this easy scenario, all you have to do is tell them not to dial certain numbers or deal sizes.
A simple example of Information Asymmetry Management.
But there are still variables you have to consider.
What happens if the partner lies to you? What if the lies are deliberate to pull themselves up?
These questions make this strategy vital. But there needs to be some trust, now that you have partnered up. And that trust is built through mechanisms, not hope.
Four Asymmetries You’re Dealing With:
→ Capability Asymmetry: Can they actually deliver what they promise? Agency says 50 leads a month, but do they have the chops? You don’t know their real track record. They don’t know if your sales team can close.
→ Incentive Asymmetry: What do they really want? Reseller says they’ll push your product, but maybe you’re just a loss leader for their main offering. Or they’re building intel to compete with you later.
→ Market Asymmetry: Who knows the customer? They have distribution, you have the product. They know what actually sells in the field. You know what’s coming on the roadmap. That gap? That’s leverage on both sides.
→ Strategic Asymmetry: What’s the long game? You’re planning in-house services that replace them. They’re building a competing feature. Neither of you is saying it out loud.
Most partnership advice tells you to “align on goals” and “be transparent.”
Right. And what happens when you share your margins and conversion rates? Now they know exactly how hard they can squeeze you. Full transparency isn’t trust-building’s strategic suicide in any relationship with power dynamics.
So what actually works?
Strategy 1: Graduated Disclosure
Don’t share everything upfront. Share in stages. Test their reliability with low-stakes information before you hand over the keys to the kingdom.
Early stage: Share what you need to coordinate. Target industries, rough account sizes. Nothing they can weaponize.
Mid stage: Once they’ve proven they respect boundaries, share more. Monthly account lists. Campaign performance. Things that help you work together better.
Late stage: After months of demonstrated trust, share strategic information. Roadmap plans. Margin structures. Long-term vision.
The mechanism here is tit-for-tat. You share, they share. If they don’t reciprocate, you stop escalating. If they do, you build together.
Strategy 2: Structural Transparency
Instead of asking partners to volunteer information, which creates awkwardness and mistrust, build it into the structure.
Revenue sharing with open books means you get to audit their numbers. Joint dashboards mean both sides see the same metrics in real-time. Milestone-based payments reveal capability through performance, not promises.
For that SDR coordination mess? Implement a shared CRM view where both teams flag accounts they’re working on. Real-time deconfliction. No one has to ask permission or reveal their full strategy. The system handles it.
Strategy 3: Strategic Signaling
Talk is cheap. “We’re committed to this partnership” costs nothing to say.
What costs something? Dedicating two engineers exclusively to the integration. Co-investing in marketing campaigns. Signing exclusivity agreements. These are costly signals that separate genuine partners from opportunists.
If they won’t match your investment, that tells you everything about their real commitment level.
Strategy 4: Relationship Redundancy
Don’t let all the knowledge and trust live in one person’s head. When your champion leaves, the partnership shouldn’t die with them.
Build multiple touchpoints. Their sales talk to your sales. Their product talks to your product. Document processes. Rotate who leads different initiatives.
Distribute the information across the organization. Makes the partnership anti-fragile to personnel changes.
The Decision Framework:
When deciding what to share:
- Exploitation risk: Can they use this against you? High risk = delay until trust is proven.
- Coordination value: Does sharing this help you both serve customers better? High value = find structural ways to share it.
- Reciprocity test: Have they shared equivalent information? No = don’t escalate. Yes = match their level.
- Performance reveal: Can this be shown through results instead of disclosure? Use milestone-based reveals instead of upfront sharing.
Information asymmetry doesn’t kill partnerships. Bad management of information asymmetry kills partnerships. The goal isn’t elimination-that’s impossible. The goal is to create a system where strategic sharing builds mutual value faster than strategic withholding protects individual value.
And that requires actual mechanisms. Not dashboards that measure outputs. Mechanisms that build trust through reciprocal action over time.
