Creating a Shared Growth Model for a Seven-Market Partner Network
A global consumer brand relied on independent partners to deliver its customer experience across EMEA. We brought partner insight and commercial modelling together into a clear plan to grow.
84+
Independent partners in the network
7
Core markets
10 months
Embedded engagement
Any brand whose customer experience and commercial performance depend on independently run businesses faces the same question: how do you drive consistent results through a network you do not directly control? It is a challenge familiar to healthcare businesses working through pharmacies, clinics, practices and other specialist partners. Led by Marram's Managing Partner, this engagement answered it with evidence rather than assumption.
Challenge
The partner network had grown market by market, with commercial arrangements, incentives and expectations that varied from country to country. Performance was hard to compare, account conversations lacked a common basis, and investment decisions relied more on instinct than evidence. The link between the customer experience, online discovery and wider product sales was also loosely defined, so the network's commercial value to the brand was difficult to articulate.
Approach
We started with the partners themselves: a survey across the network, NPS analysis, commercial data and competitor review in every core market. This built an evidence-based view of where performance varied and why. That insight shaped a new commercial framework with performance-based partner banding, consolidated incentives and a multi-market P&L model, alongside clear account-management principles and a reporting rhythm. In parallel, we repositioned the experience within the customer lifecycle, strengthened its link to product sales, and advised on online sales and the brand's visibility in AI-powered search. A cross-functional leadership workshop brought the work together into agreed priorities.
Result
The leadership team gained a shared, evidence-based understanding of the network: what was working, where performance diverged and what needed to change. A redesigned commercial model set out a fairer basis for returns on both sides, with clearer growth incentives and a stronger articulation of the value the brand brings to its partners. The performance framework, handbooks and playbooks gave the team a consistent, confident way to run partner conversations across markets. The engagement delivered practical tools ready for use, not a strategy deck.
“We needed someone who could cut through the complexity and help us think more clearly about our partner network and commercial model… delivering a practical action plan that gave us the confidence to move forward.”