What are the best practices for presenting a partnership value proposition?

What works for me is the Buyer Persona approach. In early stages of partnership I want to treat the potential partner as a customer. For each partner type you can map you Buyer Persona (ex. ISV, OEM, VAR etc). Buyer Persona in a nutshell with contain all the necessary insights about partner candidates: 1. Basic company information (size, geo, revenue, employees, main roles involved in partnership) 2. Problems and our value proposition 3. Challenges vs our value proposition 4. Pre purchase objections and how we address them 5. their buying process (how it's triggered, who is involved, task that they have to complete to onboard solution like ours to their portfolio).

So much effort and potentially wasted time can be spent in pursuit of creating the ideal partnership AND joint value proposition. My take? Identify a mutually beneficial tactical opportunity and take it from there. If a successful outcome is delivered for all parties, then a beautiful partnership will emerge and with a valid case study to boot.

Knowing and understanding a potential partner’s foundations are key for program and value proposition alignment. Identifying their core values, financial strengths and weaknesses, overall mission, outcome expectations and vision for the company form the core requirements needed for sustainable growth. It also needs to focus on both sets of end-client value propositions, to ensure the partnership is in their best interests to help maximise the growth strategies. This will build mutually beneficial respect. Partner relationships also develop over time, so identifying key performance metrics that are attainable and attractive help to build trust and program sustainability are paramount.

It goes without saying, but I'll mention it here, that a solid financial value proposition is also important. They have to make money...either as much as from a competing offer (with strong differentiation from the other points) or better if there are some (but not significant) deficiencies in other areas.

In my experience building trust is crucial in creating and managing partnerships. This requires identifying the value-addition and benefits and making sure that neither or any partner feels/ or is considered lesser (even if technically they may be).

Establish deliverables that will emerge from your project that serve clear benefit to partners, including PR, media assets, viewers/users, rev share, case studies, etc. And perhaps most importantly, ASK the partner what success looks like to them, and ensure your proposal addresses that.

What really works is understanding the partner's end game. For instance, I work for North which helps companies save cost on AWS. So when i speak to MSPs or optimizations agencies they're all about cost-saving. So i always highlight how our service cuts expenses and saves them engineering hours. It’s less about the 'what' of your product and more about the 'why' it matters to them. In essence, it's all about making the partner see themselves in the story you're telling. Show them a future where your service is making their life easier, their business more successful. (Both tangible and intangible)

When presenting a partnership value proposition, it's crucial to emphasize how the partnership benefits both the partner and their customers. A useful template to articulate this is: 'You, the partner, gain [benefits], while your customers enjoy [key features].' This approach ensures a balanced presentation of both features and benefits. Understanding each partner's unique goals is crucial, as they can vary significantly. Early in the discussion, ask qualifying questions like, 'What are your key objectives?' or 'How do you define success in partnerships?' This helps tailor the value proposition to their specific needs.

Stating the benefits of partnership in a concise & effective manner effects the decision-making; the value of partnership needs to emphasize the uniqueness of partnership & exclusive benefits, which they get.

In the partnerships landscape, the significance of delivered value is frequently underestimated compared to the implementation of the partnership itself. Initiating as a keen listener is essential. While you may have conducted thorough research, hearing directly from your partner adds a crucial layer of understanding. Establishing a shared delivery timeline, especially in the realms of reselling, co-marketing, or product partnerships, contributes to heightened appreciation for the collaboration by both your (SPOC) and internal stakeholders.

Differentiation is key when convincing a partner that your program will benefit them over and above another similar offer. Examples of this could be - People - your people are usually the biggest differentiator, and one of the primary reasons why a partner will chose your program over another. Product - make sure you clearly identify your offer’ innovative USP, and learn how to articulate it to an IPP based on best-fit examples. Process - ease of enablement can be an attractive proposition, and can help differentiate your program. Keeping processes simple, efficient and motivational can make all the difference. Resources - offering unparalleled resources and collaboration tools can make your program look attractive and set you apart

Customize the Proposal: -- Tailor your presentation to the specific audience. Customize your messaging to resonate with the values and priorities of your potential partner. A one-size-fits-all approach may not be as persuasive. Visual Aids and Storytelling: -- Use visuals, infographics, and storytelling to make your presentation more engaging and memorable. Help your potential partner visualize the benefits and outcomes of the collaboration. Provide a Clear Path Forward: -- Outline the steps involved in implementing the partnership. Provide a clear roadmap, including milestones, responsibilities, and timelines. This demonstrates your commitment to a structured and successful collaboration.

In presenting a partnership value proposition, leveraging testimonials and case studies emerges as a compelling strategy. Testimonials offer authentic voices attesting to the benefits of collaboration, building trust and credibility. Social proof, such as endorsements from reputable entities or influential figures, reinforces the value proposition. However, the pinnacle lies in case studies. These in-depth narratives delve into tangible outcomes, showcasing real-world applications and quantifiable results. By weaving together testimonials, social proof, and case studies, a partnership value proposition becomes a robust narrative, compellingly illustrating the success and advantages of collaboration.

A pro tip that I learned the hard way. Imagine you add to list of objectives when entering into a collaboration; How can you make your partner's job easier. Be it from understanding their objectives, challenges, and aspirations. Into catering this into a mold where your collaboration thrives through. Having internal stakeholders onboard will allow you to leverage different resources when things go south.

In any partnership, the art of asking insightful questions is pivotal. It's the gateway to identifying core problems that, once illuminated, demand effective solutions. A successful proposal should center around three key problems, each meticulously examined through thoughtful queries. By diving deep into these issues, a symbiotic relationship emerges, enabling the creation of tailored solutions. This approach showcases a keen understanding of the partner's challenges and positions you as a problem solver. Presenting a partnership value proposition then becomes a natural progression—articulating not just a product or service, but a holistic resolution to the partner's concerns, fostering trust and mutual benefit.

360% increase in partner managers hired in US - Linkedin. It is more than ever important to add the human to partnership. Trust -> alignment -> transparency -> esprit de corps -> results confused about esprit de corps? HMU

I also think your value prop or program needs to “de-risk” the opportunity for your partner as much as possible. One example might be to offer them a “first mover” advantage, without offering exclusivity directly.

Great partnerships goes beyond the immediate gains of each party. It is about envisioning and articulating a future where both partners achieve more together than they could alone. This means aligning goals, leveraging each other's strengths for mutual benefit, and focusing on long-term, synergistic success. We should highlight how partnerships can solve shared challenges, innovate, and drive growth, rather than just detailing the resources or benefits exchanged. It is about creating a narrative of collaboration, shared vision, and joint achievements, fostering a partnership that is strategic and deeply integrated rather than only transactional

In global business, presenting and effectively responding to questions, whether expressed or implied, is complex. Creating an English presentation globally understandable, even when translated live by a non-expert, is challenging. Some value details, others not. One solution is to use general feedback from exchanges with different countries to adjust. Preserving specifics enhances Q&A, determining information to highlight and detail levels by zone. Thus, content stays constant, but delivery adapts, knowing when and how to explain the topic in 30 seconds or 1 hour. Contacts are reassured, receiving key information at the right time, in the expected format. They also have a presentation for global headquarters.