How do you identify and pursue new potential partners?

When identifying prospective partners, it’s critical to look for companies that have a strong overlap in serving the same customers or users of your product or services, and/or offer complementary products or services that can augment and add more value to those offered by your company to customers or users. By first focusing on helping solve the jobs to be done for your customers or users via partnership, it can help clarify whether there is a basis for partnership. With this as a foundation, you can then move on to evaluate what a potential value exchange can be constructed with a partner.

Try and focus on what type of partner would make your value proposition a core part of their services. In my experience, if it is not a core part of what they do day-to-day for their customers then you are wasting your time.

I want to highlight the importance of really understanding what you and your potential partners bring to the table. In building strategic alliances, it's crucial for success that both sides have shared goals and interests. It's more than just about what you can offer or what you can get out of it. It's about how working together can create a stronger effect, boosting what both groups can do, reaching more people, and making a bigger impact.

In finding new partners, look for common interests or shared values in social settings, communities, or online platforms. Engage in conversations and activities to explore compatibility and connection. Show genuine interest and take it step by step to nurture a potential relationship.

Attend industry events, conferences, and networking sessions to connect with professionals in your field. Utilize social media platforms like LinkedIn to identify and engage with potential partners based on shared interests or complementary skills. Initiate conversations, explore mutual goals, and assess alignment in vision and values to foster successful business partnerships.

Gather information about businesses or individuals that align with your partnership goals, considering factors like industry expertise, market position, and values. Qualifying prospects will help to evaluate their suitability by assessing their compatibility, willingness to collaborate, and potential for mutual benefit. This process helps narrow down choices and ensures you invest time and effort into partnerships with the greatest potential for success.

You can qualify potential partners by also looking at how far along they are in terms of partnership maturity. This means: 1. How big is their partner team? This is to understand if they will be able to devote time and resources to the partnership. 2. What is their marketing maturity looking like, i.e, how much hand holding will they need to churn out POVs, case studies and GTM decks 3. What is their tech capability? Do they have teams to work on joint solutions or API/plugins (in the case of technology partners)

1. Leverage your existing network to unearth opportunities that may be within your orbit. 2. Attend trade shows and industry conferences to see who is in growth mode and committing capital to marketing. Usually marketing investment has a direct correlation to a growth mindset. 3. Stay on top of your industry trade rags to ensure you're in the loop. 4. When the universe is known, do thorough diligence to vet whether the partnership could be additive. If you aren't willing to spend an extra 20 minutes doing the diligence then the partnership probably won't bear fruit. The harder you work...the luckier you're get.

Thorough due diligence is a non-negotiable step in th process. You must fully understand the financial, operational, and cultural aspects. This involves examining their contracts, intellectual property, and market position. Knowing your partner inside and out is essential to identify potential risks and synergies.

Once you have defined your journey and audiences and the value proposition structure, you can shortlist potential partners that can help you achieve your goals. Your research should not only be based on quantitative factors but also qualitative factors which will create a balance mix of commercial and emotional deliverables that will help you build a strongly engaged ecosystem.

sorry, but this sounds like it was written by a bot Building rapport with a potential partner organization is key. What is fundamental here is that you are partnering with an "organization" not just the top executive you shake hands with. This means you really need to build rapport with the whole organization, cultivating trust, empathy, effective communication and shared goals with every department you may interface with. Every time I ever visited a vendor-partner, I spent more time chatting it up with the shipping/receiving staff than I spent in the C-suites. This paid off immeasurably.

A good way to explore is to build specific scenarios and connect with potential partner teams to explore the potential to achieve these scenarios. Explore if they can share the same vision and journey with you and basis the same can explore the structure of the partnership.

The quickest way to build rapport is by following the three Cs: Connecting: Seek out a warm introduction or connect the dots so the personal relationship gets off on the right foot. If you aren't crafting a thoughtful and targeted introductory message or elevator pitch (in-person) then it is over before it began Commonality: Understand where you and the partner share common views. Lean into these areas and use them to deepen the relationship. Clues: Be a sleuth. Research the partner heavily. Understand what challenges they're facing and how a partnership could lead to opportunity. What does the 1+1 = 3 equation really look like in practice? By leaning into the 3Cs, you'll be building rapport in no time.

Once you have the value proposition and the shortlist of potential partners, reach out and engage potential partner teams in discussion to get their point of view on the partnership, and how they see themselves fit into the journey ahead. Sometimes their viewpoint may help to relook at the structure and redefine the partnerships roadmap from what you may have originally thought.

I've found the best and most successful pitches I've done have been when I believed -- and got them to believe -- what I was pitching was "undeniable." There's a big vision for what this can become, but it's very clear for how it will work. This won't always land you the deal, but consider this: if the proposed partnership is a "painkiller," then they should leave feeling like this is going to solve pain, and if it's a "candy," they should leave feeling like this is too sweet to pass up.

Your pitch should be as inclusive as possible, and make your potential partners experience equality and balanced representation on the partnership. This will create a buy-in and get them genuinely involved into building the partnership with you. Leave space for your partners to negotiate and align so you can move ahead to success.

Get the legal, operational and technical structure defined and launch your partnerships. Also have your service level agreements SLAs defined so all stakeholders are aware of deliverables when launched.

Constant monitoring is essential. As your business and the way stakeholders engage changes over time, so also the needs of your partnership will evolve, which means the structure and inclusions in your partnership will have to be updated. For this purpose, qualitative and quantitative evaluation is important for a balanced view and understanding of the success and challenges of the partnership.

Evaluate compatibility 🔍: Look for partners with a shared vision, similar technological culture, and a track record of successful collaborations. For instance, if you specialize in data analytics, a partner with expertise in machine learning could enhance your product offering. Example: A software company developing cybersecurity solutions might seek a strategic partnership with a cloud service provider. The partner would offer secure cloud storage solutions, enhancing the cybersecurity company's offerings, and both companies would benefit by tapping into each other's customer bases and expanding their technological capabilities.

A successful strategic partnership begins with a well-defined strategy and clear objectives. It's crucial to understand why you are pursuing the engagement and what you hope to achieve. Are you looking to expand into new markets, gain a competitive edge, or enhance your product/service offerings?