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Engr 245 session 07 partners


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Engr 245 session 07 partners

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