Example scenario. The day after launch two dealers call. A sales adviser asks who the product is suitable for. A technician asks about a warning encountered during installation. Both completed the same introduction. How should the next launch address their different needs?
Why partner learning needs its own design
Docebo treats partner and customer education as distinct extended-enterprise use cases. Decide which audiences can access each course and who will maintain the content before you build the programme.
A workplace example
Create a shared introduction to the new product. Give sales advisers a needs-discovery example and technicians an installation checklist. Collect common questions during a live session and use them to update the materials.
One launch, two different jobs
At launch a sales adviser must identify a suitable customer and explain the product’s limits. A service technician must follow installation steps and know when to raise a support request. A shared introduction helps, but the tasks that follow should reflect each role.
A pre-launch training plan
| Audience | Learning content | Readiness check |
|---|---|---|
| All partners | Product introduction and use cases | Explains the main features |
| Sales advisers | Discovery and objection examples | Chooses an appropriate use case |
| Service technicians | Installation checklist and fault examples | Performs critical steps in order |
- Define role groups
- Assign shared and role-specific content
- Collect questions in a live session
- Assess readiness
- Update content from feedback
Compare dealer results fairly
A dealer may have a high completion rate. Completion in a small team and completion in a large team represent different numbers of people. Review the assigned headcount alongside completion and assessment outcomes. Investigate access problems separately from knowledge gaps.
After launch, identify the three most common questions. Turn sales questions into an example conversation and service questions into a short job aid. Agree which content and assessments need updating whenever the product version changes.
Add learning decisions to the launch calendar
Before launch, run a pilot with one dealer adviser and one service technician. Ask the adviser to explain whether the product fits a sample customer. Ask the technician which installation fault should be escalated. Record where missing information prevented either person from making a decision.
During launch week, consolidate answers from the live session in one current resource. The learning team can update the material while the product team checks accuracy. Use that record and any changes to the workflow to decide which roles need a refresher at the next release.
Treat launch as the start of feedback
Record questions from dealers by role during the first week. If sales advisers misunderstand the same use case, they may need a worked conversation. If technicians get stuck at the same installation screen, a job aid may help. Agree which questions the product and learning teams will use to update materials.
Read completion records alongside readiness measures. Can a sales adviser explain whether the product fits a sample customer? Can a technician choose the correct support action in a practice task? When results vary, update the decision point that causes problems rather than rebuilding the whole catalogue.
How to apply it with COBIDU
Assign courses by group in COBIDU Platform and schedule the product session with COBIDU Live. Define a short assessment and relevant certificate criteria. Check access and completion by dealer, then review the results alongside questions and error reports from the field.
A similar role-based design applies to new hires. The next article builds a 30-day plan from shared essentials to the first independent task.
