Selling marketing software your clients log into as yours

Start with the licence question, because it decides whether the rest matters. You are buying a workspace to run under your own brand and hand to clients as an outcome, so read the terms on client use before you compare tiers or features. A tool you cannot put in front of a paying client is not an alternative at any price.

What the product bundles is the work itself: email, chat, social and SMS campaigns, a unified inbox, a CRM, automations and booking, all inside one workspace. For a reseller that means you support one system rather than stitching four vendors together for every client you take on, and your margin comes from the service you wrap around it.

Value here is judged against your resale model, not against a single seat. If you sell the outcome, a workspace that holds the channels your clients use and the records behind them is the asset. The lifetime tiers published on softwareprogrammer.app are where that cost sits, so compare them against what you intend to charge for the delivered service.

Three lifetime tiers appear on the source: three-channel, all-channel and agency. The line between them is channel count, which tells you how many of email, chat, social and SMS you can run from one workspace. Whether that count matches your client base depends on how many channels each client actually needs.

Read the tier names as sizing rather than segmentation. A client who only needs email and chat may sit comfortably inside a smaller tier, while a client running social and SMS as well pushes you upward. Map your existing book of clients onto channel counts before you choose, because the tier you pick constrains what you can sell later.

The agency tier is the one to study if you intend to serve several clients from one place. Ask what the tier permits in terms of client use and how channels are allocated across them. That answer, not the feature list, decides whether the tier fits a resale business or only a single brand running its own campaigns.

Check the licence wording first and get it in writing if you can. You need explicit permission for client use and for presenting the workspace under your own name, since some licences restrict exactly that. If the terms are silent on resale, treat silence as a question for the vendor rather than an approval.

Then check your channel accounts. Each channel you connect needs an account you hold with that provider, so your clients' sending reputation and compliance sit with those accounts, not with the platform tier. Provider rules on sending, consent and content still bind you, and a channel count in a tier does not mean any provider has approved you.

Finally, price the extras into your model. AI credits are charged separately from the lifetime tier, so they belong on their own line when you work out what each client costs you to serve. Build that into your resale price from the start rather than discovering it after you have quoted a client.

Take one real client and run the decision end to end. List the channels that client needs, the inbox and CRM records you must keep, and the automations and booking you would deliver. That list tells you which tier is the floor for your business, and it exposes any channel you cannot support yet.

Next, test the parts that carry your reputation: how the unified inbox handles several conversations at once, whether the CRM holds the records your clients expect, and whether automations and booking behave as you would promise. You are checking reliability before you put your own name on the service, not after.

Then set your resale terms. Decide what you include in the tier you buy, what you charge for setup and support, and how AI credit consumption is passed on. When those three are settled, the upgrade question becomes arithmetic: does the next tier's channel count let you serve more clients than it costs you.