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🔥 Jadwal & Hasil: partner central/latest/sales guide/co sell engagement.html - Pertandingan Hari Ini
Scoring and motion assignmentThe Co-sell motionsOpportunity Quality scoreBest practicesFrequently asked questionsExamples of high-quality opportunity submissions

Agentic Co-sell engagement

Agentic co-selling enables AWS Partners to accelerate co-selling with AWS by using AWS Partner Central agents throughout the opportunity lifecycle, so that they spend more time selling to customers and delivering customer outcomes. The agents act on the partner's behalf through conversation to enrich opportunity details, provide customer insights, recommendations, and sales plays, and assign a Co-sell motion and Opportunity Quality Score that directly influence how AWS engages.

The agents qualify every opportunity as soon as it is submitted and inform the AWS Partner where the opportunity stands, what to do next, and how to raise the score. No submission is turned away, and the agents are available 24/7 in AWS Partner Central, or through the MCP server in the partner's own CRM and tools.

The following sections explain how each opportunity is scored, how the score and the opportunity's strategic importance determine the Co-sell motion, and the practices that produce a high-quality submission.

Scoring and motion assignment

Every opportunity is scored on submission, assigned a Co-sell motion, and rescored each time the AWS Partner updates it.

The Co-sell motions

A Co-sell motion is assigned to every opportunity and determines who leads it. Each motion is a path to close with agent support behind it.

  • AWS Field-engaged. The opportunity is ready for direct AWS seller collaboration and is matched with an AWS sales team. The agents move to a supporting role: preparing research, tracking actions, and keeping the record current. The AWS Partner operates in this motion by co-selling actively with the AWS seller and sharing customer context, account signals, and the competitive landscape. This motion carries the opportunities with the highest Opportunity Quality Scores and strategic importance.

  • Agent-engaged. The agents qualify and enrich the opportunity with the AWS Partner and surface recommendations to strengthen it. These are opportunities with real potential that do not yet carry enough information to qualify for an AWS seller. As the opportunity strengthens, it can move to AWS Field-engaged.

  • Partner-led. The AWS Partner owns and drives the opportunity with agent support, including sales plays, customer insights, and resources. The agents continue to score the opportunity, surface next best actions, and keep the record current, but no AWS seller is assigned and none is expected. Partner-led opportunities often move fastest, because every update is accepted by AWS immediately.

In the Agent-engaged and Partner-led motions, the AWS Partner's updates are accepted by AWS immediately, so the AWS Partner's pipeline stays in sync with AWS. In AWS Field-engaged, updates pass through an AWS review step because an AWS seller is on the opportunity alongside the AWS Partner's team, and that step keeps both sides aligned.

Opportunity Quality score

The Opportunity Quality Score measures the quality and completeness of the submission: the customer's problem, how the customer will decide, next steps, the Partner Primary Need from AWS, and the solution and AWS services involved. It is the score the AWS Partner controls, shown as [score] / 100 with an indicator of whether it is improving, declining, or unchanged since the last update. A higher Opportunity Quality Score increases the likelihood of AWS Field engagement but does not guarantee it.

Alongside the Opportunity Quality Score, AWS considers the strategic importance of each opportunity when assigning the Co-sell motion. Strategic importance is determined based on the partner, the associated AWS customer, and the products and services involved.

Opportunity Quality score components

Four components make up the Opportunity Quality Score: Customer Business Problem Completeness, Next Steps, Partner Primary Need from AWS, and Solution and AWS Products. Customer Business Problem Completeness is the primary driver.

Opportunity Quality score components

Component

Element

What a high-scoring submission includes
Customer Business Problem Completeness Customer's business problem This customer's specific situation, what is forcing them to act now, and the outcome they expect
Customer Business Problem Completeness Purchase and evaluation process What the customer requires from a solution, how they will evaluate options, how and when they will decide, and the path to approval and signature
Customer Business Problem Completeness Quantified outcomes and KPIs The measures the customer will use to size the problem and judge a solution, with current baselines and targets
Customer Business Problem Completeness Named contacts at the customer Who can approve funding and who champions the project internally
Customer Business Problem Completeness Competitive landscape Other vendors, in-house options, or the status quo competing for the same budget
Next Steps Specific action A concrete action with a deliverable
Next Steps Timeline A specific future date tied to each action
Next Steps Ownership A named person responsible for each action
Next Steps Customer contact A named person at the customer involved in the next step
Partner Primary Need from AWS Specific need A precise ask naming what the AWS seller should do, such as Technical Consultation, Architectural Validation, Pricing Assistance, or Business Presentation
Solution and AWS Products Partner solution The AWS Partner's registered solution attached to the opportunity
Solution and AWS Products AWS products The AWS services the customer is adopting, listed in the description and the AWS Products field

Best practices

Treat the score as coaching and act on it. Each of the following practices names what to write and where to write it.

Do

  1. Describe the customer's problem and quantify it. State what is broken or slow today, what it costs the customer (spend, waste, lost time, risk), the scale (users, accounts, data, transactions), and the result they want. Use short labels such as Why now, Incumbent, Competition, Evaluation criteria, Contracting, and Budget authority so each element is easy to find.

  2. Say why the customer has to buy now, and by when. A contract that expires, a compliance deadline, a failed audit, a price increase from their current vendor, or a mandate from their leadership. A go-live date alone does not explain why now.

  3. Name the buyer, the champion, and the proof the budget exists. Give the approver's name and title, the person inside the customer championing the project, and the evidence: an approved budget line, a signed statement of work, or an existing AWS commitment the opportunity draws down.

  4. Name the alternative, even when it is "do nothing." State the incumbent, competing vendor, in-house option, or status quo, and the criteria and KPIs the customer will use to choose, with current baselines and targets where known.

  5. State the contracting path. Say whether the opportunity transacts through AWS Marketplace (private offer or CPPO), directly, or through a reseller; whether an RFP or tender is expected; and when procurement starts and ends.

  6. Date the milestones. Give calendar dates for discovery, evaluation, decision, and signature, in the description and again in next steps.

  7. Write next steps as one or two dated actions. Each action names your owner and a customer contact with title. Refresh after every customer meeting.

  8. Make a specific ask of AWS. In the Partner Primary Need from AWS field, select the specific action you need, such as Technical Consultation, Architectural Validation, Pricing Assistance, or Business Presentation. Deal Support on its own counts as general support and does not count. Add your internal seller contact at submission so the right person for the opportunity is engaged for co-sell.

  9. Attach your solution and list the AWS services the customer will adopt. List them in the AWS Products field and in the description, with the projected AWS monthly revenue and what drives it.

  10. Ask the agents at any time. Chat with the agents in AWS Partner Central or through the MCP server from your CRM or Slack, make the edits they recommend, and watch the score recalculate. Keep the opportunity owner current so the guidance reaches the person who can act on it.

Do not

  1. Do not reuse a boilerplate business problem across customers. A description that fits any customer gives the agents no signal about this one and scores low; a stub such as "[Partner to complete]" scores lowest. If your use case is similar across customers, keep the constant parts and vary the customer's situation, business impact and timing, opportunity size, and stage of evaluation.

  2. Do not describe your product. What your product does, or how your sales cycle is going, earns no credit. The description is about the customer, including why they cannot wait: a target close date tells AWS when, not why.

  3. Do not share confidential or proprietary information. Leave out anything confidential between you and the customer, such as information under NDA the customer has not agreed to share with AWS, and your own proprietary information, such as margins, seller compensation. Customer details and contacts, pricing, and discounts are welcome. AWS rewards specifics about the customer's problem and decision, not confidential detail.

  4. Do not let your CRM or integration tool submit unchecked. Review what it writes into the Customer Business Problem and Next Steps fields before it submits; a static product description repeated across opportunities is the most common cause of a low score.

  5. Do not name only your own people in next steps. A next step with no customer-side contact reads as partner activity, not customer engagement.

  6. Do not rely on auto-generated or identical next steps. Default text, or the same sentence repeated across opportunities, scores low.

  7. Do not list the AWS services your own product runs on. List the services the customer is adopting.

  8. Do not split one engagement into several opportunities. Near-identical records for the same customer are scored one by one but read as one opportunity by the AWS seller, and they crowd out the record that matters.

  9. Do not ask for AWS seller engagement unless a specific seller action changes the outcome. Opportunities that do not need one progress with full agent support.

  10. Do not shorten or reword scored fields without adding detail. The score is recalculated on every edit. Trimming a description or simplifying a next step can lower the score because the details the score credited are gone.

Frequently asked questions

Co-sell motion

How is the Co-sell motion assigned, and why can a lower-scoring opportunity reach AWS Field-engaged?

The Co-sell motion is assigned based on the Opportunity Quality Score and the strategic importance of the opportunity, which is determined based on the partner, the associated AWS customer, and the products and services involved. The Opportunity Quality Score is the input the AWS Partner controls. Strategic importance reflects context that AWS holds, so two opportunities with the same Opportunity Quality Score can land in different motions. Raising the Opportunity Quality Score is the right action in every case.

What does the AWS sales team see?

The same Opportunity Quality Score and submission detail the AWS Partner sees, in every motion. AWS Sellers prioritize by motion first, then by score within the motion.

Opportunity Quality score

Why does AWS not publish the weights behind the score?

Publishing the formula would reward knowing the formula rather than qualifying the opportunity. Keeping the weights confidential keeps the score fair across partners.

What triggers a rescore?

Editing any of the five scored fields: Customer Business Problem, Next Steps, Solution, Partner Primary Need from AWS, or AWS Products. Changes to these fields can potentially move a score down as well as up, and the agents show what changed.

Will the score change over time?

Yes. AWS updates the model as it collects more data and partner feedback, and updates this guidance when a change affects how partners should write submissions.

AWS Partner Central agents

What is agentic co-selling?

Agentic co-selling enables AWS Partners to accelerate co-selling with AWS by using AWS Partner Central agents throughout the opportunity lifecycle, so that they spend more time selling to customers and delivering customer outcomes. The agents act on the partner's behalf through conversation to enrich opportunity details, provide customer insights, recommendations, and sales plays, and assign a Co-sell motion and Opportunity Quality Score that directly influence how AWS engages.

When did agentic co-selling launch?

Agentic co-selling launched on June 16, 2026 and is available to AWS Partners in all commercial AWS Regions. For an overview of what changed and how to get started, read the APN blog post Sell smarter with AWS.

How do the agents support an opportunity, and how does the AWS Partner receive their guidance?

The agents work every opportunity from submission, in every motion: they surface recommendations specific to the opportunity and customer, keep the AWS Partner's CRM and AWS aligned without dual entry, and keep opportunity data current. Guidance arrives as notifications in the AWS Partner Central console and by email, and over MCP into Slack, a CRM, or other tools. The AWS Partner can also connect their CRM through the API or a third-party integration tool. The full set of capabilities is available for AWS Partner accessing AWS Partner Central in the AWS Console and AWS Partner Central agents MCP.

Examples of high-quality opportunity submissions

Each example is a Customer Business Problem description that makes the customer problem, the business impact, the decision maker, the evaluation criteria, and the solution visible. The last four are adapted from the highest-scoring real submissions. Customer, partner, vendor, and contact names are removed and dollar amounts are shown as X.

A software product sold directly to the customer

The customer's on-premises data platform cannot keep up with reporting demand, and month-end close is slipping, costing the finance team roughly a week each cycle. They want to migrate their analytics workloads to AWS ahead of their next fiscal year, and our data platform is the proposed system of record. The VP of Data Engineering owns the budget; evaluation criteria are query performance, total cost, and security posture. Next step: joint technical validation with their platform lead and our solutions architect.

A software product sold through a reseller

Our security product is being sold into the customer through our reseller, who holds the relationship and will transact the opportunity. The customer is consolidating three point tools after a failed audit and needs to close before their annual compliance review on 11/2. The CISO has signatory power with audit-readiness and time-to-deploy as the deciding criteria. Our product covers the audit gaps on AWS, and the reseller will deliver and support. Next step: three-way scoping call with the customer's security lead, the reseller's account owner, and our solutions architect.

A services engagement delivered directly

The customer is exiting two data centers and migrating roughly 400 workloads to AWS over 18 months, and we are the delivery partner for the migration and the managed-services run. A data-center lease expiration sets a hard deadline, and the VP of Infrastructure is the sponsor. Success is measured on migration pace and post-migration run cost. Our landing-zone and migration-factory practice is scoped to the first wave. Next step: joint migration readiness assessment with the customer's infrastructure lead and our engagement manager.

A services engagement delivered with a subcontractor

We are the prime on a custom application build, delivering it with a specialist subcontractor who owns the data-engineering work stream. The customer is replacing a legacy system that fails under peak load during their seasonal demand, and the launch must be live before next season. The customer's Head of Digital is the sponsor, with reliability at peak and speed of delivery as the criteria. The build runs on AWS across compute, data, and analytics services. Next step: joint architecture review with the customer's engineering lead, our solution architect, and the subcontractor's data lead.

A migration from another cloud

A regulated digital insurer runs back-office, data, and AI workloads on AWS across 16 accounts (USD X per month). Its front office still runs on another cloud provider at USD X per month, with database licensing alone at 31% of that bill. Why now: the CTO approved consolidating the front office onto AWS with an extended zero-downtime migration window starting now; identity federation is already in place. Incumbent: the other cloud provider. Evaluation criteria: 1/ zero-downtime migration in waves; 2/ disaster recovery in a second AWS Region; 3/ IOPS-guaranteed transactional SQL; 4/ reuse of Security Hub, GuardDuty, and Security Lake already in operation. Contracting: our Professional Services for the migration, with run absorbed into the existing Managed Services contract. Budget authority: the CTO.

An AI build on an existing AWS estate

An agroindustrial cooperative (USD X per month on AWS, 7 accounts) manages fleet maintenance across three plants through manual ERP queries and spreadsheets. Why now: during harvest season, unplanned downtime costs X per day, and the CEO has mandated an AI operations platform by Q3 to cut unplanned stops by 30%. Competition: the customer evaluated a competing cloud AI service under an existing enterprise agreement but chose AWS because its data lake is already on Amazon S3 and AWS Glue and Amazon Bedrock AgentCore integrates natively. Evaluation criteria: 1/ sub-3-second natural-language queries; 2/ ERP REST API integration; 3/ multi-agent orchestration across scheduling, maintenance, and parts; 4/ data residency in sa-east-1. Contracting: POC credit approved; production through our Managed Services subscription.

A security product evaluated against a written baseline

A large energy company protects an API estate of roughly 5 billion requests per month on Amazon EKS, Amazon API Gateway, and Amazon EC2. AWS WAF covers the web perimeter, but the customer cannot inventory exposed APIs or detect authorization-logic abuse. Why now: suspected API probing triggered a chartered program to add API-layer detection, and an audit commitment requires per-API violation reporting mapped to NIST CSF 2.0 and the OWASP API Top 10. Evaluation criteria: a written vendor baseline covering OWASP API Top 10 coverage, continuous API discovery, a quotable false-positive rate, RBAC per application, and SIEM integration. Hard constraint: the data plane must run inside the customer's own AWS VPC and Region.

A regulated SaaS replacing in-house tooling

A UK fintech under FCA supervision runs anti-money-laundering monitoring in-house with SQL rules, a homegrown risk model, and a ticketing board, plus a third-party screening service that has produced false matches. Why now: the COO's monthly operating review shows the financial crime function red every month, the ten-person operations team is outside SLA, and the only alternative on the table is doubling headcount. The MLRO has open audit findings to close. Requirements: AWS London hosting for UK data residency; monitoring at 9M transactions per year ramping to 12M across 500,000 customers; no-code rule authoring; AI governance controls for our first-line alert review agent, validated on the same 1,000-customer sample as the incumbent.