Besides that, we usually end up being a small piece of a bigger sale. It's hard to get the attention we deserve and it's really tough to get customers to focus on what differentiates us. We end up competing as a commodity, and that's a losing proposition.
We've tried the strategic alliance route, but that was a waste of time! Has anyone else's salespeople ever brought a new lead? We don't see them. We get presented with the same leads we're already pursuing, and then our "partner" treats us like a supplier. They pound on us to lower our prices. They never effectively differentiate our products in the customers' minds. Once again, we're a commodity competing on price.
But to be honest, even we wonder why anyone would partner with us.
What if ... I wonder what it's like to be in a good partnership. I think about working with partners who really try to find new leads for us. I think about partners' salespeople getting us in front of the right customers; being willing to risk their reputation and relationships to help us get a fair shot at positioning our story. I dream about being able to show these customers how the whole solution is significantly better because our products are there, integrated into it. Our products really are that much better than our competitors, it's not just bull. If we could just find a partner or two who would help us show customers how much better we are. Then we could close some real business! I could spend more time closing, and less on wasted trips. Maybe I could even put an extra buck or two in the bank, and have an extra day or two with my family to spend those bucks.
Solution: Partners are people; they act in their own best interests (just like you or me). A partner's salespeople will provide all the assistance you need if: a) they know what they're expected to do, b) they are prepared and have the support they need, and c) they view providing that assistance as something that helps them reach their own goals and objectives. Perform the up-front work of refining the joint value proposition to your customers. Clearly define roles. Then define the value proposition to your partner's salespeople (their WIIFM - what's in it for me).
Details
Step 1: Define the value proposition to your customers.
Understand the total value that the customer is buying. Who are the decision makers? What are the most important issues affecting these decision makers; what are their goals and objectives? How does the total solution - your products and services together with your partner’s - deliver value to the decision makers? In which ways will you deliver more value that the decision makers’ best alternatives, and in which ways will an alternative deliver more value? Consider how customers experience buying, implementing, maintaining, and even removing your solution; don’t focus just on their using your product.
Step 2: Design the total joint sales process.
Identify the steps in selling the total solution. How will decision makers and influencers hear about the solution and learn about your differentiators? What needs to occur to influence them? What is needed to convince them of the superior value you deliver (over the alternatives they may be considering)?
Step 3: Identify the partner’s roles and their WIIFMs.
Identify the specific roles your company will play and those you need the partner to play. Be specific and be clear. Every step in the joint sales process must have an owner, and no step should have more than one. If a function has multiple owners, divide it up to identify each player’s unique role.
Consider why the role assigned to a particular player is in his or her best interest. What ‘s in it for them? If there is no compelling reason for them to perform the required function, redefine it so there is a compelling reason. Partners don’t perform unnatural acts. Define roles that align and support the players’ personal objectives.
Step 4: Train and motivate all the players.
Implement a plan for letting every player know his or her role. Make sure they understand it. They need to know how their actions fit into the overall context, who will provide them support, where they can get necessary information or tools. Make it clear how they benefit from playing the role you’d like them to play. If necessary, adjust reward systems (e.g., compensation plans, performance reviews) to ensure they are aligned with the players performing their roles.