Marrowbone and Thornbury Partnership Proposal
Partnership proposal deck
Eleven slides from Marrowbone Coffee Roasters, an invented Sheffield roastery, to Thornbury Bakeries, an invented forty one site chain. It opens on the partner problem rather than on the proposer, puts three partnership models on the table instead of one, states both investments in pounds, and asks for two shops for twelve weeks rather than for an eighteen month signature.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names both parties and the specific ask, so the deck is a proposal rather than an introduction.
- Slide 2intro
- Opens on the partner situation rather than on us, which is the difference between a proposal and a pitch.
- Slide 3metrics
- Establishes that the smaller party can actually supply the larger one, which is the first objection.
- Slide 4comparison
- Names the gap in the partner business, dimension by dimension, before proposing anything.
- Slide 5comparison
- Shows the overlap honestly, including the parts of each business the other should not touch.
- Slide 6comparison
- Puts three models on the table rather than one, which is what turns a proposal into a negotiation.
- Slide 7framework
- States the asymmetry plainly, so neither side later claims it was carrying the other.
- Slide 8investment
- Says what each party spends and on what, which is the slide a board actually reads.
- Slide 9metrics
- Fixes five measurable targets and the review date, so the partnership can be judged rather than felt.
- Slide 10calendar
- A pilot quarter with dates on it, so the ask is a decision about October rather than about eighteen months.
- Slide 11closing
- Closes on the single decision being asked for and who to ring, rather than on a summary.
What makes this deck work
Three models, not one offer
Supply only, co brand and joint venture, each with its trade offs written on the card and the middle one marked as the recommendation. Presenting one shape turns the meeting into accept or decline; presenting three turns it into a negotiation.
The overlap slide names the boundaries
Four attributes each side brings, and on both lists an item that says what the partner should not touch. Alliances that fail usually fail on the thing neither party thought needed writing down.
The ask is twelve weeks, not eighteen months
Two named shops, a dated joint review in December, and machines that stay with the buyer if the pilot stops. Making the first commitment cheap and reversible is what gets an alliance past a board that has been burned before.
Questions people ask
What should a partnership proposal include?
Why you are here, who you are, the opportunity, the overlap between the two businesses, the proposed model, what each side contributes, the mutual benefit, success metrics, scope and timeline, commercials and a specific next step.
How long should a partnership proposal deck be?
Ten to fourteen slides. This example is eleven. Longer decks tend to be a scope document wearing a presentation, and the scope belongs in the agreement rather than in the meeting that decides whether to write one.
How do you make a partnership attractive to a much larger company?
Lead with their number, not yours. This deck opens on the buyer coffee attach rate rather than on the roastery, and asks for a two site pilot with no exclusivity. Partner sourced revenue is also widely under attributed, so make the measurement explicit from the start.
What is the difference between a partnership proposal and a sponsorship proposal?
A sponsorship proposal sells exposure for money and is usually one directional. A partnership proposal sets out reciprocal contributions, shared metrics and a term, which is why this example spends a slide on what each side brings and another on how it is judged.
How does a small supplier prove it can serve a large chain?
By answering capacity before anything else. Slide three establishes that the roastery can actually supply forty one sites, with the numbers, because that is the first objection in the room and every later slide is wasted if it goes unanswered. Proposals from smaller parties usually fail here rather than on the idea itself.
How do you measure whether a partnership is working?
Agree the measures before it starts. Slide nine fixes five targets and the date they get reviewed, so both sides know what would count as success and what would end the arrangement. Partnerships that skip this slide are judged later on impressions, and the larger party's impression is usually the one that wins.
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