Engr 245  session 07 partners
 

Engr 245 session 07 partners

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Engr 245  session 07 partners Engr 245 session 07 partners Presentation Transcript

  • Engineering 245The Lean Launch Pad
    Session 7: Channels
    Steve Blank, Ann Miura-Ko, Jon Feiber
    http://e245.stanford.edu
  • KEY PARTNERS
    which partners and suppliers leverage your model?
    who do you need to rely on?
  • Test Hypotheses: Key Partners
    2
    View slide
  • Why have partners?
    Faster time to market
    Broader product offering
    More efficient use of capital
    Unique customer knowledge or expertise
    Access to new markets
    3
    ü
    ü
    ü
    ü
    ü
    View slide
  • What defines a “Partner?”
    Shared economics
    Mutual success / failure
    Co-development/invention
    Common customer
    4
  • “Whole Product”
    5
    ComplementaryServices
    ComplementaryProducts
    © TCG Advisors LLC
  • Whole Product Partners and Allies
    6
    Us
    ?
    ?
    Us
    US
    Us
    ?
    ?
    Us
    Assemble for a one-time project
    Recruit for a repeatable whole product
    Include to minimize sales friction
    Eliminate to retain margin
    Only engage partners when they can supply a part of the whole product
    that you either cannot or do not want to provide
    © TCG Advisors LLC
  • Two different types of partner ecosystems
    7
    Coordinated
    Collaborative
    High volume
    Transaction oriented
    Outgrowth of value chains
    Organize around a concentrator
    Focus: efficiency, speed, and market scalability
    High complexity
    Relationship oriented
    Outgrowth of project teams
    Organize around an orchestrator
    Focus: expertise, innovation, and market development
    Cisco, Boeing, Android,
    Goldman Sachs
    Facebook, Google,
    Nike, Charles Schwab
    Groupon
    © TCG Advisors LLC
  • Example: Boeing
    8
    Collaborative
  • Example: Mobile Location Based Applications
    9
    Collaborative
  • Example: Groupon
    10
    Coordinated
  • Managing partners is difficult and has risks
    Impendence mismatch – “ants mating with elephants”
    Longest element of partners schedule becomes your longest item
    No clear ownership of customer
    Products lack vision – shared product design
    Different underlying objectives in relationship
    Churn in partners strategy or personnel
    IP issues
    Difficult to unwind or end
    11
  • Who makes the “best” partners?
    (all of the same entities that we have been talking about in this class!)
    Customers: Get them invested in your success beyond separating them from money
    Suppliers: Unique products for you, financing terms, time to market
    The Channel: Do they really win when you do? Are you accelerating their growth? Can they help you define the best product?
    Rethink these relationships – get as many other people and organizations invested in your success and you in theirs!
    12
  • Strategies for Successful partnering
    Start slowly –
    gain expertise and ability to evaluate partners
    Be a good partner (very few companies are!)
    Focus on ownership –
    who owns success in your organization?
    Be flexible – when you get to “contract enforcement”
    it is the beginning of the end
    Constantly re-evaluate –
    declare failure and move on before it is too late
    13