increase Sales With Strategic Alliances Or Partnerships

Formal joint ventures or what is now called strategic alliances are coarse for larger businesses where one enterprise cannot cope a exact project, does not have expertise in a singular field or needs help with a new product. Any way by uniting troops with one or even two other organizations, these innovative firms can divide and successfully conquer the project. The results are increased sales and supplementary loyal customers.

Some examples of prosperous strategic partnerships or alliances include Cisco/Ibm; Cisco/SalesForce.com; SalesForce.com/Dell; and not let us forget Att/Apple Phone. In the book, Strategic Alliances: Three Ways to Make Them Work by Steve Steinhilber, he shared that Cisco straight through its strategic alliances increased allembracing wage by .5 billion. Yes, you read right billion not million dollars.

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With so many small businesses to singular office home office (Soho) firms being established, this proven strategy of uniting with other enterprise just makes coarse sense. However, because of the fear that working with a perceived competitor might be damaging, those folks who could dramatically advantage the most quite often ignore the idea of such a strategic partnership.

What I know to be true is this is a proven way to increase sales, strengthen shop presence and truly be recognized as an innovator. While the last 10 years, I have established numerous strategic alliances and most of them have been beneficial.

My first strategic alliance was with Laura Novakowski who I meet at a conference where I delivered a keynote to over 150 administrative coaches and consultants. After my presentation, she purposely came up to me to introduce herself. She was a nurse with a Mba located in southeast Pa and I was a sales professional, communal educator with a Masters in Instructional Design. Any way from that preliminary connection, we shared conversations, wrote an e-book together, co-authored a monthly Ezine (Power Choices) and helped each other with marketing to actual facilitation challenges. We have made joint sales calls since that first encounter. Laura continues to be a strong strategic partner and a great friend.

More recently I have united with other proactive enterprise expert Theresa Valade. We have known each other for several years. While one of our regular catch up meetings, we realized that we both shared some similar target markets and both had dissimilar contacts. After several brainstorming meetings, we conceived a exact joint marketing plan and already have a integrate of organizations interested.

In reviewing why my these alliances have worked, I realized three key elements were gift in each and everyone. First, there must be shared positive core values. If you and the other small enterprise owner have dissimilar core values, then this is a deal breaker. One of those key values is commitment to the relationship.

Second, each person must be willing to do 50% of the work at all stages. When a strategic partnership is one way, this will not work. For example over the years, other consultants who wished to work together have approached me. They wanted me to do 100% of the marketing and selling and they would do the facilitating. The profits would be split 50/50 and this demonstrates person who is one way.

Third, results must be measured. Unless you set benchmarks and monitor your progress, this strategy will not render the results that are possible.

Strategic alliances can and do work in case,granted you get out of your own way and find others who share the same values as you. Just think of it, instead of you just pounding the pavement, attending all those enterprise to enterprise (B2B) events, now you have other person working with you. Lowest line is you can reach more people in less time and speedily increase sales.

increase Sales With Strategic Alliances Or Partnerships