This looks bad. It sure doesn't help us make our numbers and I can't believe how much time we've wasted! We used to view this alliance as a critical part of our business plans; now it's a major source of frustration. And the accusations have started flying between the companies - we sure don't trust them and, to be honest, I don't think they trust us much either. Neither company's sales team has the least interest in working, really working, with the other.
Yesterday was the worst. Someone showed me a press release announcing that this same partner - our partner - has just won a big deal together with one of our biggest competitors!
What if ... Things would be different if their sales people were bringing us leads. I think about what results would look like if there was genuine enthusiasm for our joint solution within their sales team, and if our two sales teams worked together like - well, like real partners pursuing a common objective. I wonder what new projects we might already be collaborating on if we worked together effectively, if every meeting moved us forward and every action brought progress. What if ... the partnership worked?
Solution: Companies do get partners to generate leads. The key is to communicate a credible and compelling vision to the partner's sales team. A vision of how they, personally, will achieve their goals by generating new leads for the alliance's joint solution. The story must give details - what ideal target customers look like, how to qualify them, and what to do once a lead is uncovered. They have to understand what support they will get from the alliance. And, most importantly, generating alliance leads has to be consistent and aligned with how they and their management define success.
Details
Step 1: Rethink your alliance strategy at a personal level
Knowing what you want from a partnership (access to new technology, a more complete solution, broader market access, etc) isn’t enough; you have to drill down to the specific actions you’re asking your partner to take. You need to identify who within the partner’s organization will need to take those actions. You have to understand these individuals’ goals and consider how they are rewarded. You need to envision your company supporting them. Then build the story about your alliance being the best means for these individuals to reach their aspirations.
Key stakeholders in your company should participate in a structured discussion that starts all the way back at your specific market strategy and the desired impact of the alliance, then translates that into the specific actions expected of your partner. Based on these required partner actions you can review your current partner - are they the best partner for taking those actions and are their key players likely to play the roles you’ve defined for them? Participants should leave this discussion with a good understanding of what is needed, especially from themselves, to obtain the desired partner actions.
Step 2: Validate objectives and roles with key partner contacts
If this is a new, potential partnership you will have to go through the normal partner recruitment phase. If it is an existing partnership you still need to “recruit” the partner to this new way of viewing the relationship. Are they, as a company, willing to play the roles you envision them playing? Do they view the partnership, as you’ve described it, to be a significant contributor to their success? Equally important, will it be natural for the players you’ve identified to want to take the actions you desire or expect of them?
This is a point where the depth and quality of your partner insight is critical. You can’t always rely on your normal contacts at the partner to be able to reliably represent some players within his/her company. It is crucial to understand the sources of power and influence within their company, especially among these key players you have identified. Find out how people are measured. Find out who the trendsetters are. Find out as much as possible about the politics within the company and whose support is mandatory (and whose support might actually hurt you).
Step 3: Develop a joint plan to drive actions
If you have a Joint Business Plan with this partner it is likely that you will have to revisit it. If you don’t, now’s the time to develop this critical plan. Articulating your alliance strategy and setting objectives for revenue and/or other success metrics are important. More important, though, is refining roles and defining how you will collaborate to drive the needed actions from the key players. Jointly, you can become more specific about who will take which actions. Together you need to create a plan to communicate with all the key players, to make them aware of what is expected of them, to provide preparation and support to them, and to ensure that their reward systems are aligned with the desired actions.
Step 4: Communicate “the story” through a robust influence campaign
Now you have a strong story to take to your partner’s sales team. You have the backing of their company and avenues to communicate it. But communicating it isn’t enough; you need to influence this audience. Develop a specific campaign to influence your partner’s key players. An influence campaign utilizes multiple sources to carry the messages. A webinar may allow you to get the content out, but you may only be able to influence action if key messages come through the partner’s leadership.
An influence campaign leverages key influencing techniques, like Appeals to Authority or Commitment and Consistency. It also conveys messages based on the target’s communications preferences. Some people will need to hear the vision, while others need to hear the details. Some need it in writing, while others need to hear it in person. Some want the cold hard facts, while others want it to make them feel good. A good influence campaign pulls this all together into a coordinated and complete implementation plan.
Step 5: Build personal relationships at the account level
Trust is arguably the most important ingredient in a partnership. You are now prepared to build that trust at the account level. Bring the teams together and make sure they understand their respective roles and what they should expect from each other. Reinforce the value of the alliance to each of them, personally. Drive home the message that helping each other is the best way each of them can help themselves.
Monitor the relationship. Ensure that information is flowing between the teams, especially any concerns or worries. And when a lead is identified, document it. Make sure there is no doubt or revisionist history later on. Address any conflicts directly and professionally. Then close the sale and celebrate!