In short
A Bitrix24 integrator and developer with its own line of apps and modules. On its website the company lists implementation, automation, integration and app development services, and says it has 8 employees and 21 Bitrix certifications. It also promotes its own apps and ready-made solutions for the Bitrix24 ecosystem.
We built a growth strategy for the company around a partner channel: instead of selling apps only directly to end clients, bet on Bitrix24 integrators who would build the company's modules into their client projects.
We built a growth strategy for the company around a partner channel: instead of selling apps only directly to end clients, bet on Bitrix24 integrators who would build the company's modules into their client projects.
The task
Find a new, scalable growth channel for the company's product line:
- grow the number of integrator partners;
- make the apps part of a standard Bitrix24 implementation;
- decide which modules to develop first;
- set up a promotion system: PR, webinars, events, content and ABM for partners.
Context
The company already has a foundation for this kind of growth:
In other words, the company has more than services. It has a product layer that can scale through a partner network.
- it combines the expertise of an integrator and a developer;
- on the Bitrix24 marketplace it has practical apps for managers, sales teams, tasks, HR operations and CRM processes, for example:
- "Time in Stages": 2,052 installs;
- "Daily Reports: CRM Metrics": 772 installs;
- "Auto-Close Workday": 539 installs;
- "Activity: Last Stage Change Date": 424 installs;
- "Dismissed Employees": 234 installs.
- some of its apps are clearly aimed not just at end users but at integrators, administrators and managers too. You can see this in the app descriptions and related materials.
In other words, the company has more than services. It has a product layer that can scale through a partner network.
The problem
The main barrier wasn't the product. It was how the product was presented.
Right now the company is seen more as "integrator plus developer" than as "a product partner for other integrators". Its website describes its services very broadly: implementation, support, integrations, on-premise Bitrix24, business processes, websites, analytics and app development.
For an end client, that's fine.
For a partner channel, it's weaker.
An integrator doesn't buy abstract "digital transformation". They buy more concrete things:
So the product had to be packaged not as "another app developer" but as a growth and monetization tool for Bitrix24 partners.
Right now the company is seen more as "integrator plus developer" than as "a product partner for other integrators". Its website describes its services very broadly: implementation, support, integrations, on-premise Bitrix24, business processes, websites, analytics and app development.
For an end client, that's fine.
For a partner channel, it's weaker.
An integrator doesn't buy abstract "digital transformation". They buy more concrete things:
- how to close a project faster;
- how to raise the average deal size;
- how to cut down on custom development;
- how to show the client extra value;
- how not to drown in support.
So the product had to be packaged not as "another app developer" but as a growth and monetization tool for Bitrix24 partners.
What we researched
As part of the project we gathered and structured:
- the company's positioning;
- a map of competitors among module developers and strong Bitrix24 partners;
- competitors' app catalogs;
- the most in-demand types of modules;
- promotion channels within the Bitrix24 ecosystem;
- an ABM model for integrator partners;
- the team needed to carry out the strategy.
Key findings
1. The company's strongest asset is practical apps with clear business value
The solutions that look best are the ones that cover very specific scenarios:
That's good news. The Bitrix24 market doesn't care for "beautiful concepts". It likes things that work like "install it, it works, life gets easier".
2. The most promising direction is product enablement for partners, not "everything for everyone"
We concluded that the company's main growth opportunity is to stop trying to be everything at once:
A much stronger focus is this:
The company is a product partner for Bitrix24 integrators.
Ready-made modules that help launch projects faster, strengthen implementations and grow revenue from every client.
3. The most promising categories are the ones that reduce custom development
Prioritizing competitors' modules showed that partners would get the most value from solutions in four clusters:
These are the easiest categories to sell to integrators as an add-on to an implementation.
The solutions that look best are the ones that cover very specific scenarios:
- CRM and pipeline control;
- reports for managers;
- working with deal stages;
- task management;
- operational HR scenarios;
- admin and integrator tools.
That's good news. The Bitrix24 market doesn't care for "beautiful concepts". It likes things that work like "install it, it works, life gets easier".
2. The most promising direction is product enablement for partners, not "everything for everyone"
We concluded that the company's main growth opportunity is to stop trying to be everything at once:
- an agency,
- an integrator,
- a studio,
- a custom developer,
- and a product company.
A much stronger focus is this:
The company is a product partner for Bitrix24 integrators.
Ready-made modules that help launch projects faster, strengthen implementations and grow revenue from every client.
3. The most promising categories are the ones that reduce custom development
Prioritizing competitors' modules showed that partners would get the most value from solutions in four clusters:
- management analytics and reports;
- sales operations efficiency;
- tasks, deadline control and team workload;
- admin and low-code tools for setting up and supporting the portal.
These are the easiest categories to sell to integrators as an add-on to an implementation.
The strategic decision
We proposed shifting the positioning and promoting the company as:
A product partner for Bitrix24 integrators
The promise to the market
Ready-made modules and apps that help partners:
Why people can believe it
The company already has a sizable product base, its own apps, implementation expertise and practical scenarios for CRM, tasks, control and HR processes.
A product partner for Bitrix24 integrators
The promise to the market
Ready-made modules and apps that help partners:
- launch implementations faster;
- raise the average project size;
- upsell after implementation;
- reduce the share of custom work;
- give the client practical value within the first few weeks.
Why people can believe it
The company already has a sizable product base, its own apps, implementation expertise and practical scenarios for CRM, tasks, control and HR processes.
What went into the strategy
1. A new structure for the product portfolio
We organized all current and planned modules into clear categories instead of a loose set of separate apps:
This makes it possible to sell sets of solutions by role and scenario instead of "individual apps".
2. Prioritizing which competitor-style modules to build
We mapped the competitive field and identified which types of solutions to develop first.
High priority:
Medium priority:
Low priority:
The logic is simple: first build what's easier to sell through the partner channel, not what's merely "interesting to make".
3. Priority promotion channels
We put together a set of channels where the company can steadily build trust and a flow of partners.
Priority 1: owned channels and a conversion point
Priority 2: education-led promotion
Priority 3: PR and community
Priority 4: ecosystem promotion
4. ABM for Bitrix24 integrator partners
We designed a separate ABM strategy, because selling a product like this head-on "to the whole market" means spreading yourself too thin.
Approach:
First, partner segments are defined:
Then, for each segment, we define:
The basic ABM flow:
This isn't "mass spam to integrators". It's systematic work to turn partners into a sales channel.
We organized all current and planned modules into clear categories instead of a loose set of separate apps:
- For managers: reports, KPIs, pipeline control, time in stages;
- For sales: CRM analytics, activity control, management views;
- For tasks and teams: task calendar, deadlines, overdue tasks, workload;
- For HR and administration: dismissed employees, substitutes, closing the workday;
- For integrators and admins: low-code, activities, configuration, faster implementation.
This makes it possible to sell sets of solutions by role and scenario instead of "individual apps".
2. Prioritizing which competitor-style modules to build
We mapped the competitive field and identified which types of solutions to develop first.
High priority:
- management reports and KPIs;
- advanced CRM analytics;
- tools for controlling stages and processing speed;
- apps for tasks and operational management;
- technical utilities for integrators and administrators.
Medium priority:
- industry templates;
- narrow scenarios for specific niches;
- "just in case" modules that don't improve the partner's core margin.
Low priority:
- anything that's hard to replicate;
- anything that needs lengthy customization for each client;
- anything that doesn't add value to the implementation in the partner's eyes.
The logic is simple: first build what's easier to sell through the partner channel, not what's merely "interesting to make".
3. Priority promotion channels
We put together a set of channels where the company can steadily build trust and a flow of partners.
Priority 1: owned channels and a conversion point
- a dedicated "for Bitrix24 partners" landing page;
- a catalog of solutions by role and scenario;
- pages for the top modules that spell out the benefit for integrators;
- emails, quick demos and partner materials;
- onboarding for the partner network.
Priority 2: education-led promotion
- webinars for integrators;
- case breakdowns on "how to raise implementation value with ready-made modules";
- guides on selling and implementing the apps;
- demo sessions on the 3–5 strongest apps.
Priority 3: PR and community
- content in Bitrix24 professional communities;
- talks at industry webinars and partner events;
- joint case studies with integrators;
- articles on common implementation problems and how ready-made products solve them.
Priority 4: ecosystem promotion
- the Bitrix24 marketplace as an ongoing source of demand;
- better app listings;
- grouping apps into product lines;
- cross-promotion within the existing user base.
4. ABM for Bitrix24 integrator partners
We designed a separate ABM strategy, because selling a product like this head-on "to the whole market" means spreading yourself too thin.
Approach:
First, partner segments are defined:
- small integrators with limited development capacity;
- mid-sized partners who need ready-made upsell modules;
- strong implementers with a large client portfolio and repeatable scenarios;
- agencies and integrators with demand for reports, tasks, sales control and low-code customization.
Then, for each segment, we define:
- a value proposition;
- a list of pain points;
- relevant modules;
- a touchpoint scenario;
- an offer;
- a case or demo;
- a follow-up mechanism.
The basic ABM flow:
- Build and segment the partner list.
- Prioritize by size, specialization, region and maturity.
- Warm up partners with content and expert touchpoints.
- Do targeted outreach with a specific benefit.
- Demo a relevant set of modules.
- Run a pilot with 1–2 of the integrator's clients.
- Lock in the partner with training, materials and joint selling.
This isn't "mass spam to integrators". It's systematic work to turn partners into a sales channel.
The team we planned for
To carry out the strategy we proposed a dedicated team structure with four core blocks:
Product
Growth and partner channel
Sales and enablement
Development and support
This lets the company do more than ship new modules. It can build a channel, content, sales and a repeatable growth system around them.
Product
- Product / Product Marketing Lead;
- a portfolio and market analyst;
- a product owner for the module line.
Growth and partner channel
- partner/growth manager;
- ABM manager;
- content/PR specialist;
- webinar/event manager.
Sales and enablement
- partner sales manager;
- presales consultant;
- customer success for partners.
Development and support
- backend / Bitrix developers;
- frontend / fullstack as needed;
- QA;
- support / implementation specialist.
This lets the company do more than ship new modules. It can build a channel, content, sales and a repeatable growth system around them.
What came out of it
As part of the project we prepared:
So it's no longer just "an idea to promote modules". It's a complete go-to-market strategy for growing the product side of the business through a partner network.
- a competitor analysis;
- a map of priority modules;
- a positioning strategy;
- product development priorities;
- a list of promotion channels;
- an ABM model for Bitrix24 partners;
- a team structure for execution.
So it's no longer just "an idea to promote modules". It's a complete go-to-market strategy for growing the product side of the business through a partner network.
Potential business impact
If the strategy is carried out consistently, the company has a real chance to move from one-off app sales to a systematic partner channel. That means it can:
- depend less on individual direct sales;
- grow through the ecosystem, not just through implementations;
- earn more from the product portfolio it already has;
- raise margins through repeatable solutions.
Bottom line
The company already has its key asset: not just the ability to implement Bitrix24, but a set of practical products that solve real business problems and can be built into partners' projects.
The main takeaway from the project:
The main takeaway from the project:
The company's growth won't come from even broader positioning. It will come from a sharper role in the market: a product partner for Bitrix24 integrators
That framing is what turns a scattered set of modules into a scalable strategy.