Corning Incorporated: A Network of Alliances

Networker's know that you always get back more from your network then you have to give to it. However, that should not stop you from thinking about new ways you can help the people in your network. Your network is full of people who would like to partner with you, though neither of you may have approached the idea or formalized a plan. Here are some suggestions for ways that you can form strategic alliances with other businesses in your network.

BNI (Business Networking International) coined the phrase “giver's gain”, which basically means that if you give referrals, leads or resources the recipients will want to repay you somehow. The problem is that as your network grows, it will become increasingly difficult to give referrals to everyone in your network.

This is somewhat counterintuitive because most people would think that as they add contacts to their network it will be easier to refer the new members of your network to each other. However, if you know five accountants it is difficult to refer to all five of them equally. One way to give back to your network is to develop a number of strategic alliances.

There are a few basic steps you should follow to help ensure that your new alliances are effective. First, be sure to think about what you want the alliance to accomplish. Are you simply trying to reach new potential customers? Or are you also trying to reduce your marketing costs? In general, think about the goals of the alliance. Here are some things you might want to consider.

- You will get access to the networks of your partners.
- You will get to associate your business with another, potentially, more established brand.
- You can decrease your overall marketing costs, while expanding your reach.
- You can learn from other businesses. What has been successful for them in the past?

Next you should think about who you want to partner with. If you are a Realtor, you might think of mortgage originators or real estate attorney's that you could partner with. Bear in mind that your partner does not have to have the same goals are you, but they should be complementary. Here are several ways you can potentially form and alliance with another business.

- Create an alliance with a customer - Creating a mutually beneficial relationship with a key customer can strengthen the relationship and reduce your risk of losing this key customer.

- Create an alliance with a market leader – If you are a small business, you may be able to reap hue rewards from partnering with the market leader in your area. You may be able to offer a level of local penetration that a big company may have trouble creating on it's own. The alliance may not offer a huge financial incentive for the small business but you can leverage the alliance in your own marketing program. If you are the market leader, consider partnering with a young, easer business that might be able to offer you this type of market penetration.

- Create an alliance with a non-profit organization – You might be able to create an alliance with a trade organization or local community organization, which offer not only direct rewards, but also in-direct rewards from helping a good cause.

- Create an alliance with a former employer – Your company may offer a service that complements the services offered by a former employer.

- Create an alliance with a competitor – while you have to pay very close attention to detail when partnering with a competitor, you might be able to tap into their resources to extend your reach. They might be a competitor, but may not have the specific expertise that you do. For example, many people would consider Yahoo! and Microsoft's MSN internet portal to be competitors, but MSN recognized Yahoo! Strengths in keyword driven advertising and started featuring Yahoo! Ads with their search results. Of course, MSN is now developing their own contextual advertising system, which means the partnership is coming to an end soon.

- Create an alliance with a parelell industry – simply stated, find another business in your market but that is not a direct competitor and then team up to market to the same customer base. Each company can pitch in financially and see incremental results from their marketing activities.

Planning out exactly how the alliance will work is the next step. You and your partner should clearly outline what each party is going to be responsible for and how results are going to be monitored. Be sure to discuss the costs involved in the alliance and make sure that each party has a clear understanding of what all of the costs will be. Here are some ideas to consider.

- Ask your partner to display your literature and/or products. A Realtor may be able to display brochure from a mortgage broker in their office or include it in the packet of information they present new clients.

- Ask your partner to link to your website from theirs. An accounting firm may be able to place a link to your financial planning practice on their website.

- Include your brochure in a partners mailings. A delivery company might be willing to include your brochure in the invoices they send to their customers each month.

- Develop joint marketing materials that promote both businesses and share the expenses of implementing the plan. For example, a handyman and a landscaper may develop a direct mail piece that promotes both companies and then each company can contribute to the mailing expenses.

- Develop a “preferred partner” program that offers customers a financial incentive to buy products in tandem from two companies at once. For example, a car dealership might form a partnership with a service station and offer maintenance bundled with the purchase price of a car. A health club may offer a joint membership to a local tennis or pool club.

- Develop a seminar with another business – develop a educational seminar program with a business in your industry and then market the events as a team.

- Publish news about the businesses you have developed an alliance with.

- Introduce your new partners to your key clients. Perhaps you can invite your partner to events you are involved in.

- Serve as a sponsor for events your partners are involved in.

Once you have set up your alliance and implemented your plan, it is critical that the lines of communication stay open and that you pay attention to the relationship you have formed. Check in with your partner to make sure they are happy with the way things are going.

Set up a weekly meeting or conference call with your partner and go through a progress report. You may also find it helpful to create a “report card” for your project before it begins. Base your report card on the goals you laid out early in the relationship and then revisit it over time. By laying out the goals in advance, each person involved with the project will understand what is expected of them. In addition, it is harder to ignore setbacks and bumps in the road if expectations are fully developed and everyone is on the same page before the project begins.

The most common mistakes involve failing to clearly communicate through each stage of the alliances growth. Think about the overall value proposition, where each parties goals are aligned and mismatched, the level of commitment or excitement from each party. Always think about how the alliance can become a win-win for everyone involved. If you do not think you can really add value, don't participate because you do not want to damage your credibility. Finally, if the alliance simply does not add measurable value to your business, do not participate.

Creating these formal alliances will help you develop and strengthen the relationships you already have. Power networkers can create multiple alliances with multiple members of their network. These alliances have the added benefit of allowing you to add value to a number of businesses without having to actually give specific referrals to a number of businesses individually.

Copyright (c) 2008 Christian Fea

Strategic alliances have become a major factor in today's business models. Strategic alliances can enable the business owner to offer more services to their most valued clients ' and for many businesses, strategic alliances are the most profitable avenue of revenues.

Strengths of Strategic Alliances

According to recent research, 80% of surveyed CEOs found strategic alliances beneficial for several purposes:

-Quickly enter into the marketplace

-Promptly obtain technology advancements without research costs

-Minimize the budgetary costs typically associated with growth investments

To ascertain what type of strategic alliance is right for you, it is important that you assess your business thoroughly. Are you looking to penetrate a greater volume of the market share? Are you looking to reach a potential partner's customer base? Would you like to launch a new product line? Understanding your specific goals ' as well as your market position, strengths, weaknesses, and available resources ' will help you craft an appropriate strategic alliance.

However, the main reason why strategic alliances fail is because at least one of the partners is not happy with the results. Why does this occur? In most cases, the strategic alliance fails because a solid plan was not created at the outset of the endeavor.

Know Your Business ' and Your Partner's

All strategic planning deals with three key questions:

-What do we do? It may sound simple, but to effectively join efforts with a strategic partner, you must have a good concept of what your business offers. Without a clear defined understanding of every aspect of your goods and/or services, it is nearly impossible to target a valuable strategic partner.

-Who do we serve? Every business has a target customer or client. That doesn't necessarily mean that your business will solely market to that target profile, but it gives you a deep understanding for who is using your products. This allows you to key in on the specifics when choosing an alliance partner.

-Who is our competition? In order to stay at least one step ahead, it is important to keep informed as to who your competitors are and what they are doing. By placing your head in the sand like an ostrich on this issue only gives your competitors an edge on rising above your business. In order to compete in any business, you must not only "Keep up with the Jones," but you must beat them. A huge benefit to creating a strategic alliance partner is that often a business can avoid competition by aligning with proper partners.

Develop Your Plan

Alliances succeed with good planning. Whether you are looking to join email marketing campaigns, or perhaps a new product launch, a strategic alliance must have a clearly developed plan. Within your plan, you must clearly define several elements:

-Goals of the strategic alliance

-Specific marketing plans

-Analysis of cost sharing

-Defining the success of the relationship

-Encouragement of formal communication

-Marketing plan management details

Once a business and strategic alliance plan are in place, a proactive search for alliance partners can then be implemented. In order to create a solid strategic alliance, the first step is creating an in-depth strategic plan.

Copyright (c) 2008 Christian Fea

An alliance is really just a business-to-business collaboration. Some people use the term business networking when referring to alliances. Alliances are formed for many reasons. When you are a small business owner, it's important to understand that there is a strength that can be utilized by strategic alliances, which may be overlooked in light of developing new business and developing additional revenue streams.

Small business alliances produce great rewards

Alliances between small businesses can offer additional benefits besides an increase in business. For instance, there are alliances of small business owners who proactively approach office supply corporations, internet service providers, health care providers and others on behalf of their membership base in order to secure better rates, additional services, and other benefits as the result of the alliance they've formed. There's strength in numbers when you're a small business owner, and if there are some products or services that you're looking for to enhance your business, chances are other small business owners are looking for similar products or services too. Why not form a strategic alliance and approach the product or service provider as a group to show that there is a need? There is a market and that you are aligned in hopes of doing business with large companies who are willing to work with you.

Capitalize upon merged resources

Additionally, small businesses can combine more limited resources in order to appear in more high traffic advertising areas than what each business could afford to do on its own. For instance, one small business networking group decided to participate in a local high traffic tradeshow, on behalf of the businesses that chose to be involved. Using the banner of their combined membership, the group divided and conquered the tradeshow fees and staffing for the event, with each participating company taking a time slot and promoting his or her business, as well as the alliance that they had formed. Not only did the participating members increase visibility and gain new business, the networking group added new members that were unaware of their activities, and thereby increased the strength of the alliance by providing a larger member base to include in negotiations.

Synergetic referrals

Another business group of marketing professionals found strength in forming a strategic alliance amongst themselves in order to offer a more comprehensive service package to large clients than any of the independent businesses was able to offer on their own. While they had to deal with some service crossover, it was determined that the size of the potential contracts outweighed what any one business would give up in revenue if crossover in services did occur. To handle the situation, it was written in the alliance contract that the company who brought the business to the table would have the last say in who would work on each contract and what the final compensation would be in the event of a crossover situation. The business owners were like-minded in that they all agreed to act in the best interest of the alliance's clients first in order to provide a service level above and beyond the large marketing communications firms with which they were competing. By operating as a virtual team of experts, this alliance was able to increase business for all of the participants; they understood the strength in approaching large clients with a more comprehensive offering than any of them could offer independently. It paid off in the end.

Leverage the strengths of a strategic alliance on behalf of your business and tap into clients and resources you may not have thought previously available.

Forming Partnerships, or Strategic Alliances, is one of the key elements that make up the business development function in technology companies. I believe that alliances are underutilized, in many ways. Conceived and executed properly, alliances can greatly extend the partner companies reach in the marketplace.

VARIOUS AND SUNDRY PARTNERSHIPS

There are many types of collaboration that fall under the umbrella of "Partnering". Let's examine a few of the most common:

Third Party Programs—Probably the best understood category of partnering. Partnering in this manner is generally low risk, but low reward for both parties. A program usually consists of many smaller partners gaining modest benefits from a larger company. The larger company gains (or at least the illusion) from having a large number of partners working with their product/technology.

Industry Consortiums—Represents another well-understood category. Mild benefits are usually obtained by the participating parties, including some publicity, a stamp of approval, and the opportunity to network with other consortium members. The unique aspect of this form of partnering is its one-to-many relationship, as opposed to "one-to-one" or "one-to-few" relationships found in most partnerships.

Sales Agents—Many people might not consider sales agent relationships partnerships, at least not strategic. But they certainly are. There is usually a minimum of entanglement here, simply a contract that provides a commission for sales generated or leveraged. The product doesn't change hands between the partners, and there is often less training and support involved, relative to other partnership types used for product distribution.

Service Agreements—These agreements occur when a company doesn't want to relinquish the sales function for its products, but for some reason it needs a third party for servicing. These agreements are common in high-end hardware markets, where 24/7 on-site support is critical. Storage Hardware or Mainframes are good examples. They are also seen in more commodity markets, where a company has decided that service/support isn't their core competency, and that a third party can handle service/support at a lower cost. The use of Indian Call Centers by PC manufacturers such as Dell is a recent example of this concept.

Distribution Agreements—This is a common, but often poorly executed form of partnership. The errors usually occur when the Channel partner is treated like an end-user, rather than the true partner they should be viewed as. Distributors and Resellers need to be treated as an extension of a company's sales force. Sadly, they often are not, leading to such misguided policies such as channel stuffing and over-distribution, which lead to problems that become extremely difficult to resolve.

Joint Marketing—Cooperation on marketing matters should be where most companies reap the greatest benefits. Partnering in this area is really low risk, can have great benefits, and is a great way to get started with a new partner. There are so many ways that companies can cooperate in joint marketing; the list is really only limited by your imagination. Some of the ways I've been able to utilize these types of partnerships include discounted product promotional bundles, trade show space cost-sharing, joint press releases (of course!), sharing of prospect and customer lists, referrals, and joint direct mailings. The great thing is that there are many areas to explore, to find overlap in the two companies interests.

Product Integration—Integrating the products of two companies is what often comes to mind when you think of partnerships. It can make great sense, and the potential rewards are great. However, there are some reasons for caution, prior to jumping straight into this, as I'll discuss below.

POTENTIAL PITFALLS

As discussed above, a partnership or alliance can take many forms. As a result, there is a lot of confusion and disagreement as to what even constitutes a "good" partnership. Let's take a closer look at two partnering categories, and some common missteps:

THE PaRtner-ship

You see a great many press releases go out trumpeting the partnership between company A and company B. The release goes on to discuss the great benefits that will accrue to customers and the two companies making the announcement. The language tends to be vague and laced with terminology like "synergy" and "market leading value proposition". More often than not, that initial press release is the high point of the partnership, and little is heard about it subsequently. You may have heard the term "slide-ware" to describe products that exist only in PowerPoint. This type of partnership is the alliance equivalent to slide-ware—I call it a "PaRtner-ship."

PRODUCT INTEGRATION FIASCO

On the other end of the partnership spectrum, technical folks usually think of alliances in terms of product integration. Technical integration can be the basis for a great partnership. However, it's a lot of work and a big commitment for both parties. The danger is that the partners too quickly dive head long into the product integration work, basing their decision on an impulsive belief that it "makes sense".

In a typical scenario, the two products are complementary, and from an engineering (and often customer) perspective it looks like a marriage made in heaven. Several dangers are lying in the weeds, however. First of all, any product development effort runs a high risk of failure. When you put together two disparate engineering teams who have never worked together on a project, that risk rises exponentially. Usually both engineering departments have their own product releases to worry about concurrently, which are always higher priority. Lack of communication, low priority, cultural differences and ego can easily conspire to lead to a failed integration project, or at least one lacking the features to be of much leverage in the market. At this point, the partners have spent a lot of money and precious engineering resources with little in return, leaving finger pointing, and a search for scapegoats as the next step.

In addition, it takes much more than good product integration for commercial success by the partners. If there isn't a solid plan for marketing cooperation and distribution (see above!), even technically elegant product integration partnerships will leave both parties disappointed. Alliances that are born from product integration, unless carefully thought out and efficiently executed, can lead to disappointment by one or both of the partners.

There are many "gotchas" involved with working together to push and pull the combined solution in the market. It helps to have some practice working together prior to making the big bet on technical integration. That's why I often recommend to my clients that product integration be a step down the road in an embryonic partnership, not a beginning.

PARTNERSHIPS MAKE SENSE—BUT EXECUTION IS KEY

So are partnerships to be avoided? Not at all! They are one of the areas that can make be a huge differentiator for your company in a competitive market. But the take-away message here is that too many partnerships are conceived as great ideas—and peak right there. Like most business activities, the devil is in the details, and execution is the key to success. When I'm working with smaller clients with limited capital for marketing and sales, I often recommend an aggressive partnering program. If executed correctly, the company and its partners can gain cost-efficiencies and marketing economies of scale far exceeding their own size. But I have two key pieces of advice before you embark on a new partnering program:

1) The very definition of a partnership is a "win-win" relationship for BOTH parties. Takers don't build winning partnerships—givers do. Offer to take the first step, do the first piece of the project. A partner that believes you are acting in his best interests will be very impressed, and willing to provide support that you never dreamed of. Build that relationship by being the first to "give"; the trust you build will came back to you multiple times and set the stage for a profitable, long term partnership.

2) Do start, but start small. I've discussed above the many pitfalls of moving too fast. It's best to pick something easy, with obvious benefits to both parties. Working successfully on a small project creates momentum, and helps build the trust and familiarity that is crucial to success on more ambitious future projects. I will often suggest a simple list swap of prospects as an initial step. If either party views even that with suspicion, a blind mailing can be done to each other's list, where the actual lists don't change hands. Building a prospect or customer list is very capital-intensive; by partnering with just one other company, you can both double your lists overnight. It's almost a certain Win-Win, creating excellent leverage, and no financial investment by either party. It's easy to succeed, and sets the stage for discussions on additional collaboration.

I'm sure you get the picture—does this make sense to you? Send me your comments so we can get this discussion going.

Networker's know that you always get back more from your network then you have to give to it. However, that should not stop you from thinking about new ways you can help the people in your network. Your network is full of people who would like to partner with you, though neither of you may have approached the idea or formalized a plan. Here are some suggestions for ways that you can form strategic alliances with other businesses in your network.

BNI (Business Networking International) coined the phrase "giver's gain", which basically means that if you give referrals, leads or resources the recipients will want to repay you somehow. The problem is that as your network grows, it will become increasingly difficult to give referrals to everyone in your network.

This is somewhat counterintuitive because most people would think that as they add contacts to their network it will be easier to refer the new members of your network to each other. However, if you know five accountants it is difficult to refer to all five of them equally. One way to give back to your network is to develop a number of strategic alliances.

There are a few basic steps you should follow to help ensure that your new alliances are effective. First, be sure to think about what you want the alliance to accomplish. Are you simply trying to reach new potential customers? Or are you also trying to reduce your marketing costs? In general, think about the goals of the alliance. Here are some things you might want to consider.

- You will get access to the networks of your partners.
- You will get to associate your business with another, potentially, more established brand.
- You can decrease your overall marketing costs, while expanding your reach.
- You can learn from other businesses. What has been successful for them in the past?

Next you should think about who you want to partner with. If you are a Realtor, you might think of mortgage originators or real estate attorney's that you could partner with. Bear in mind that your partner does not have to have the same goals are you, but they should be complementary. Here are several ways you can potentially form and alliance with another business.

- Create an alliance with a customer - Creating a mutually beneficial relationship with a key customer can strengthen the relationship and reduce your risk of losing this key customer.

- Create an alliance with a market leader - If you are a small business, you may be able to reap hue rewards from partnering with the market leader in your area. You may be able to offer a level of local penetration that a big company may have trouble creating on it's own. The alliance may not offer a huge financial incentive for the small business but you can leverage the alliance in your own marketing program. If you are the market leader, consider partnering with a young, easer business that might be able to offer you this type of market penetration.

- Create an alliance with a non-profit organization - You might be able to create an alliance with a trade organization or local community organization, which offer not only direct rewards, but also in-direct rewards from helping a good cause.

- Create an alliance with a former employer - Your company may offer a service that complements the services offered by a former employer.

- Create an alliance with a competitor - while you have to pay very close attention to detail when partnering with a competitor, you might be able to tap into their resources to extend your reach. They might be a competitor, but may not have the specific expertise that you do. For example, many people would consider Yahoo! and Microsoft's MSN internet portal to be competitors, but MSN recognized Yahoo! Strengths in keyword driven advertising and started featuring Yahoo! Ads with their search results. Of course, MSN is now developing their own contextual advertising system, which means the partnership is coming to an end soon.

- Create an alliance with a parelell industry - simply stated, find another business in your market but that is not a direct competitor and then team up to market to the same customer base. Each company can pitch in financially and see incremental results from their marketing activities.

Planning out exactly how the alliance will work is the next step. You and your partner should clearly outline what each party is going to be responsible for and how results are going to be monitored. Be sure to discuss the costs involved in the alliance and make sure that each party has a clear understanding of what all of the costs will be. Here are some ideas to consider.

- Ask your partner to display your literature and/or products. A Realtor may be able to display brochure from a mortgage broker in their office or include it in the packet of information they present new clients.

- Ask your partner to link to your website from theirs. An accounting firm may be able to place a link to your financial planning practice on their website.

- Include your brochure in a partners mailings. A delivery company might be willing to include your brochure in the invoices they send to their customers each month.

- Develop joint marketing materials that promote both businesses and share the expenses of implementing the plan. For example, a handyman and a landscaper may develop a direct mail piece that promotes both companies and then each company can contribute to the mailing expenses.

- Develop a "preferred partner" program that offers customers a financial incentive to buy products in tandem from two companies at once. For example, a car dealership might form a partnership with a service station and offer maintenance bundled with the purchase price of a car. A health club may offer a joint membership to a local tennis or pool club.

- Develop a seminar with another business - develop a educational seminar program with a business in your industry and then market the events as a team.

- Publish news about the businesses you have developed an alliance with.

- Introduce your new partners to your key clients. Perhaps you can invite your partner to events you are involved in.

- Serve as a sponsor for events your partners are involved in.

Once you have set up your alliance and implemented your plan, it is critical that the lines of communication stay open and that you pay attention to the relationship you have formed. Check in with your partner to make sure they are happy with the way things are going.

Set up a weekly meeting or conference call with your partner and go through a progress report. You may also find it helpful to create a "report card" for your project before it begins. Base your report card on the goals you laid out early in the relationship and then revisit it over time. By laying out the goals in advance, each person involved with the project will understand what is expected of them. In addition, it is harder to ignore setbacks and bumps in the road if expectations are fully developed and everyone is on the same page before the project begins.

The most common mistakes involve failing to clearly communicate through each stage of the alliances growth. Think about the overall value proposition, where each parties goals are aligned and mismatched, the level of commitment or excitement from each party. Always think about how the alliance can become a win-win for everyone involved. If you do not think you can really add value, don't participate because you do not want to damage your credibility. Finally, if the alliance simply does not add measurable value to your business, do not participate.

Creating these formal alliances will help you develop and strengthen the relationships you already have. Power networkers can create multiple alliances with multiple members of their network. These alliances have the added benefit of allowing you to add value to a number of businesses without having to actually give specific referrals to a number of businesses individually.