™Train the people who carry your brand but not your payslip
For channel, partner and operations leaders whose customers are served by contractors, dealers, distributors, agents, franchise staff, retailer staff and service partners. Same platform, same content, separate organisational units, and at enterprise scale a price that does not move every time the channel grows.
What we can show you today
This solution exists because of the commercial model as much as the product, so the pricing row is stated first and stated precisely.
- The pricing position
- From 1,000 learners the annual price is fixed within your contracted workforce band, and non-employees sit inside that band. Below 1,000 learners the focused rollout does carry a per-learner component of Rs 1,900 per enabled learner, so the advantage is real at scale and not before it. We would rather you knew where the line is than discovered it in a proposal.
- Separation
- Each partner is its own organisational unit. A dealer administrator sees their own people, their own completion and nothing belonging to another dealer.
- Access without your directory
- Partner staff are not in your HRMS and should not be. They are managed outside your employee directory, with access on ID or mobile number rather than a corporate email nobody has issued them.
- Same content, different audience
- The channel learns from the same approved source as your direct team, in the regional languages they sell and service in, without a second production cycle.
- Evidence per partner
- Completion, assessment and certification by partner, region and tier, so a partner review runs on data rather than on how loud the last conversation was.
- What we do not claim
- MobiLearn measures learning and readiness across your channel. It does not prove that partner training caused a revenue change, and there is no partner-tiering or incentive engine here: certification status can inform your programme, but the programme itself lives in your systems.
Why the extended workforce ends up untrained
Almost never because anybody decided it should be. It is a series of small practical obstacles that add up to a boundary at the edge of the payroll.
Per-user pricing makes every partner a budget conversation
A dealer network of four thousand people priced per seat turns a training decision into a finance approval. The programme quietly shrinks to the people already licensed, which means employees.
They are not in your identity system, and should not be
Creating a franchise employee in your HRMS to give them a course is the kind of workaround that gets an administrator overruled by IT, correctly.
Partners will not share their people with each other
Two competing distributors on one platform is fine until one can see the other's completion data. Without real separation the programme does not get partner agreement at all.
Turnover in the channel is higher than in the business
Retailer staff, agents and seasonal workers change constantly. Any model that depends on a stable named list is out of date the month it is built.
Nobody can say which partner is actually ready
The regional manager reports that the network is trained. The first real evidence is a customer complaint or a warranty claim traced back to a service partner who was never shown the procedure.
What good extended-enterprise learning looks like
The test is whether adding a hundred more partner staff is an operational decision rather than a commercial one.
- Partner staff trained on the same approved content as your own team
- Each partner separated, seeing only their own people and progress
- Access issued without creating anyone in your employee directory
- Regional languages, offline capable, on the phone partner staff already carry
- Certification that says a partner is cleared to sell or service a product
- Completion and readiness by partner, tier and region
- Adding partner staff does not reprice the licence at enterprise scale
- A partner administrator who can chase their own people without going through you
How the channel gets trained alongside your own team
One programme, two populations, and no second content production cycle.
- Build once from the source you already approved. The product note, service procedure or brand standard becomes micro-lessons and assessment questions, reviewed and approved by your team before release.
- Produce the language versions the channel actually works in. The same approved source produces regional-language versions, which usually matter more in the channel than in head office.
- Set each partner up as its own organisational unit. Dealers, distributors, franchises and service partners each get their own space, their own administrator and their own reporting, with no visibility of one another.
- Issue access without touching your HRMS. Partner staff join on employee ID or mobile number rather than a corporate identity. Your directory stays clean and IT stays comfortable.
- Assign to your team and the channel together, or separately. A product launch can go to both at once with the same deadline, or the channel can run on its own schedule and its own certification cycle.
- Certify readiness rather than assuming it. Scenario assessment with a pass threshold and a certificate, so a partner is cleared to sell or service a product on evidence rather than on a regional manager's assurance.
- Review partners on completion and understanding. Readiness by partner, tier and region, with reinforcement aimed at the partners and topics the data says are weak.
What you need, and what produces it
Channel leadership cares about the right-hand column. The middle column is only how it happens.
| Business requirement | MobiLearn capability | Operational benefit |
|---|---|---|
| Training the channel must not reprice the platform | Fixed annual pricing within a contracted workforce band from 1,000 learners, with non-employees inside the band | Extending training to dealers and contractors becomes an operational decision rather than a finance one |
| Partner staff cannot go into your employee directory | Non-employee organisational units with access on ID or mobile number | The channel is trained without polluting the HRMS or waiting on IT |
| Competing partners must not see each other | Separated organisational units with their own administrators and reporting | Partners agree to participate, because their data stays theirs |
| The channel needs the same content as the direct team | One approved source producing every audience and language version | Nothing is written twice, and the channel is not taught an older version of the pitch |
| Readiness must be provable before a partner faces a customer | Scenario assessment with pass thresholds and certification | A partner is cleared on evidence rather than on a regional manager's word |
| Channel turnover is constant | Assignment triggered on joining, with partner administrators managing their own people | New partner staff are trained without a request routed through your team every time |
| Leadership needs a view across the network | Completion, assessment and certification by partner, tier and region | A partner review runs on readiness data rather than on the last conversation |
What each person sees
Three audiences, and one of them does not work for you at all.
Partner staff
- The same content as the direct team, on their own phone
- Their own language, offline capable
- A certificate that says they are cleared to sell or service the product
- No sight of any other partner
The partner administrator
- Their own people only, with the ability to add and remove them
- Who has not started and who failed the certification check
- Nudges they can send without asking you
- Their own completion and readiness reporting
Your channel team
- Readiness across every partner, tier and region in one view
- Which partners are behind, ranked, before a launch date
- Topic scores showing what the channel as a whole is weak on
- Certification status per partner for your own programme decisions
What it looks like in the product
The readiness view a channel lead would open before a launch, and the certification view behind it.
Illustrative screens with sample data, for approval. They are replaced with live MobiLearn captures before launch.
Customer story
The channel story publishes here once it is verified
A named or precisely described network, with the number of partners and partner staff covered, the languages produced, the period and the measurement method, goes here as soon as a customer approves publication.
We are not going to publish a channel-readiness percentage from an unnamed manufacturer in the meantime. Ask on the demo and we will walk you through a live account with the customer's permission.
Implementation and integrations
The whole implementation question here is separation: keeping partners apart from each other and out of your employee systems.
- Partner organisational units
- Each dealer, distributor, franchise or service partner is set up as its own unit with its own administrator, its own users and its own reporting. No partner can see another.
- Access without your directory
- Partner staff join on employee ID or mobile number rather than a corporate email address. Nobody is created in your HRMS to receive a course.
- Single sign-on where a partner has it
- Larger partners with their own identity provider can be federated. Smaller ones almost never can, and the platform does not assume they will.
- Delegated administration
- A partner administrator adds and removes their own people and chases their own completion, so channel growth does not become a queue on your team.
- Content and embargo
- Launch content can be held until the date you set, so unreleased product information reaches the channel on your schedule rather than early.
- APIs and SCORM
- Existing partner training packages can be carried across and tracked alongside new material, and completion can be read out to your own partner systems.
What IT, legal and channel management will ask
You are about to put company content in front of people who do not work for you. That question arrives early, and it should.
- Partner organisations fully separated, each seeing only its own people and content
- Embargoed launch content held until the date you set
- Shared cloud, dedicated cloud, your own cloud account, private VPC or on-premise
- India region data residency where you require it
- Partner staff kept outside your employee directory and identity system
- Administrative actions and learning records logged and exportable
- Certification status for VAPT, ISO 27001, SOC 2 Type 2, DPDPA and GDPR published exactly as it stands
What channel and partner leaders ask
Do partner staff count towards our licence?
They sit inside your contracted workforce band. From 1,000 learners that band is a fixed annual price, so adding partner staff does not reprice the licence. Below 1,000 learners the focused rollout carries a per-learner component, so if your channel is large and your employee base is small, tell us the total on the first call and we will size the band around the whole population rather than around headcount.
Can two competing dealers be on the platform without seeing each other?
Yes, and it is usually the condition of them agreeing to take part. Each partner is a separate organisational unit with its own administrator, users and reporting, and no visibility of any other.
Do we have to create partner staff in our HRMS?
No, and you should not. Partner staff are managed outside your employee directory, with access issued on ID or mobile number rather than a corporate email address they will never have.
Can partners manage their own people?
Yes. A partner administrator adds and removes their own users and chases their own completion, which is what keeps channel growth from becoming a support queue on your team.
Can we hold launch content until a release date?
Yes. Content can be assigned in advance and held until the date you set, so the channel is ready on day one without seeing unreleased information early.
Does MobiLearn manage partner tiering or incentives?
No. It produces certification and readiness data that your partner programme can use, but the tiering, the incentives and the commercial terms stay in your own systems. We would rather say that plainly than let it be assumed.
Bring your channel numbers to the demo
Tell us how many partners, how many partner staff and how many languages. We will show you the separated partner setup, the readiness view across a network, and exactly which workforce band that population lands in.