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Building Client Partnerships and Strategic Alliances

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Cavendish

This document discusses building client partnerships and strategic alliances as a way for distributors to differentiate themselves in a competitive commodity market. It outlines the benefits of partnerships for both clients and distributors, including reduced costs, guaranteed business, and improved communications. The document provides guidance on identifying prime partnership prospects, developing the partnership through regular communication and commitment of resources, and creating a written agreement or guidelines to formalize the relationship.

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`Building Client Partnerships`Building Client Partnerships & Strategic Alliances` COLIN THOMPSON
Building ClientBuilding Client Partnerships &Partnerships & Strategic AlliancesStrategic AlliancesStrategic AlliancesStrategic Alliances A Major Differentiation for DistributorsA Major Differentiation for Distributors in a Commodity Worldin a Commodity Worldin a Commodity Worldin a Commodity World
HENRY DAVID THOREAU . THINGS DO NOT CHANGE: WE CHANGE.
Answer 1 Questions Regularly:Answer 1 Questions Regularly:Answer 1 Questions Regularly:Answer 1 Questions Regularly: How Can We Better ServeHow Can We Better Serve Customers?Customers?
WHATEVER THE MIND OF MAN/WOMAN CAN CONCEIVE AND BELIEVE IT CAN ACHIEVE. NAPOLEON HILL
A Long Term,A Long Term,A Long Term,A Long Term, NonNon--SimplisticSimplistic ProcessProcessProcessProcess
COMING TOGETHER IS A BEGINNING; KEEPING TOGETHER IS PROCESS; WORKING TOGETHER IS SUCCESS HENRY FORD
Driven by the Regularly AskedDriven by the Regularly Asked Question...Question... How Can WeHow Can WeHow Can WeHow Can We Better ServeBetter Serve Customers?Customers?Customers?Customers?
Who has aWho has a PartnershipPartnership or Strategicor Strategic AlliancesAlliances with a Prime Client?with a Prime Client?with a Prime Client?with a Prime Client?
ƒƒ Customers seek every opportunity to increase profitsCustomers seek every opportunity to increase profits In a very competitive environmentIn a very competitive environment Driving ForcesDriving Forces ƒƒ In a very competitive environmentIn a very competitive environment ƒƒ Drive out unnecessary costsDrive out unnecessary costs ƒƒ Sales people must understand the customers economicsSales people must understand the customers economics ƒƒ Create and drive business results for themCreate and drive business results for them ƒƒ Not new, but global competition andNot new, but global competition and commodizationcommodization ofof markets makes this more a realitymarkets makes this more a realitymarkets makes this more a realitymarkets makes this more a reality
HP and FordHP and Ford ƒƒ Objective: Consistent global printing and imagingObjective: Consistent global printing and imaging strategystrategystrategystrategy ƒƒ Save up to 30%Save up to 30% ƒƒ Manage costsManage costs ƒƒ Ford can focus on its businessFord can focus on its business ƒƒ HP focus of imaging and printingHP focus of imaging and printing ƒƒ Non piecemeal approachNon piecemeal approach ƒƒ IntegrationIntegration ƒƒ Total Print Management SolutionsTotal Print Management Solutions
The Simple Start:The Simple Start: Ask Questions!Ask Questions! ƒƒ What are the customer's goals?What are the customer's goals? ƒƒ How do they make money?How do they make money?ƒƒ How do they make money?How do they make money? ƒƒ What can we do to help them expand theirWhat can we do to help them expand their business?business? ƒƒ Who are the customer's customers?Who are the customer's customers? ƒƒ How can we help add value added to the customer'sHow can we help add value added to the customer's customers?customers? How can we save the customer $?How can we save the customer $?ƒƒ How can we save the customer $?How can we save the customer $? ƒƒ How can we increase the customers' sales?How can we increase the customers' sales?
The Simple Start:The Simple Start: Ask Questions!Ask Questions! ƒƒ How can we improve our services?How can we improve our services? ƒƒ What can we do better?What can we do better?ƒƒ What can we do better?What can we do better? ƒƒ How can we respond faster?How can we respond faster? ƒƒ How can we change invoicing to make it easier forHow can we change invoicing to make it easier for our customers?our customers? ƒƒ How can we be easier to deal with?How can we be easier to deal with? ƒƒ How can we be less expensive?How can we be less expensive? How can we drive out unnecessary costs?How can we drive out unnecessary costs?ƒƒ How can we drive out unnecessary costs?How can we drive out unnecessary costs? ƒƒ What have we learned?What have we learned?
So What's New?So What's New?So What's New?So What's New? SuccessfulSuccessful Distributors HaveDistributors Have Always Done This!!!Always Done This!!!Always Done This!!!Always Done This!!!
Why Partner?Why Partner? ƒƒ Companies have no timeCompanies have no time ƒƒ Require a broader range of servicesRequire a broader range of services ƒƒ Both in print and nonBoth in print and non--print (the distributor'sprint (the distributor's focus and UNIQUEnessfocus and UNIQUEness ƒƒ Multimedia inputs and outputsMultimedia inputs and outputs ƒƒ Reducing risks of bad quality and missed deliveriesReducing risks of bad quality and missed deliveriesƒƒ Reducing risks of bad quality and missed deliveriesReducing risks of bad quality and missed deliveries ƒƒ Companies must concentrate on their coreCompanies must concentrate on their core proficienciesproficiencies
Our Agenda TodayOur Agenda Today ƒƒ What is a partnershipWhat is a partnership ƒƒ StepStep--byby--step processstep processƒƒ StepStep--byby--step processstep process ƒƒ Getting employees involvedGetting employees involved ƒƒ Selecting prime prospectsSelecting prime prospects ƒƒ Benefits to sellBenefits to sell ƒƒ Creating a written agreementCreating a written agreement ƒƒ Gives and getsGives and gets ƒƒ Problem resolution, training, etc.Problem resolution, training, etc. ƒƒ Goals for tomorrowGoals for tomorrow
Our Topic TodayOur Topic Today I should provide an outline for a writtenI should provide an outline for a writtenƒƒ I should provide an outline for a writtenI should provide an outline for a written agreementagreement ƒƒ This would be boringThis would be boring ƒƒ Instead this is included with ideas on how toInstead this is included with ideas on how to sell the partnershipsell the partnership
DigitalPrint ResourcesDigitalPrint Resources ƒƒ Planning and executing a printer's entry andPlanning and executing a printer's entry and success in the digital worldsuccess in the digital worldsuccess in the digital worldsuccess in the digital world ƒƒ From electronic prepress to multimediaFrom electronic prepress to multimedia outputoutput ƒƒ Digital printing, Internet, Home Pages, CDDigital printing, Internet, Home Pages, CD ƒƒ Partnering, purchasing, pricingPartnering, purchasing, pricing TrainingTrainingƒƒ TrainingTraining ƒƒ Onto the 21st CenturyOnto the 21st Century
The World of Print TomorrowThe World of Print Tomorrow ƒƒ Digital transformationDigital transformation ƒƒ Stringer competition from partnershipStringer competition from partnership oriented printers (FedEx a printer?)oriented printers (FedEx a printer?) ƒƒ From customer satisfaction to client delightFrom customer satisfaction to client delight ƒƒ Vertical concentration and knowledgeVertical concentration and knowledge ƒƒ Print and multimedia integrationPrint and multimedia integrationƒƒ Print and multimedia integrationPrint and multimedia integration ƒƒ Human resource is changingHuman resource is changing ƒƒ The era of partnershipsThe era of partnerships
What Do You Gain?What Do You Gain? ƒƒ Permanent relationship between partnersPermanent relationship between partners Reduced paperwork for bothReduced paperwork for bothƒƒ Reduced paperwork for bothReduced paperwork for both ƒƒ Greater profit potential for youGreater profit potential for you ƒƒ Significantly reduced sales costsSignificantly reduced sales costs ƒƒ Improved quality andImproved quality and communicationscommunications ƒƒ Improved working relationshipsImproved working relationshipsImproved working relationshipsImproved working relationships ƒƒ Team involvementTeam involvement ƒƒ Enhanced serviceEnhanced service
What Do You Gain?What Do You Gain? ƒƒ Volume commitmentVolume commitment Cleaner order processingCleaner order processingƒƒ Cleaner order processingCleaner order processing ƒƒ Prompt paymentPrompt payment ƒƒ Market intelligence and feedbackMarket intelligence and feedback ƒƒ LoyaltyLoyalty ƒƒ Structured communicationsStructured communicationsStructured communicationsStructured communications ƒƒ Prompt notification of errorsPrompt notification of errors ƒƒ Growth commitmentGrowth commitment
What Do You Gain?What Do You Gain? ƒƒ Guaranteed meeting of mutually set goalsGuaranteed meeting of mutually set goalsƒƒ Guaranteed meeting of mutually set goalsGuaranteed meeting of mutually set goals ƒƒ SSignificant time savingsignificant time savings ƒƒ Less mistakes and product not to specsLess mistakes and product not to specs ƒƒ Relationship versus biddingRelationship versus bidding
Characteristic of a PartnershipCharacteristic of a Partnership ƒƒ Evolving process of mutual commitment & trustEvolving process of mutual commitment & trust ƒƒ Joint acceptance of written expectationsJoint acceptance of written expectationsƒƒ Joint acceptance of written expectationsJoint acceptance of written expectations ƒƒ Written guidelines vs. contractual agreementWritten guidelines vs. contractual agreement ƒƒ Company wide effortCompany wide effort ƒƒ Mutually interested in each others successMutually interested in each others success ƒƒ Ongoing relationship based on criteria being metOngoing relationship based on criteria being met ƒƒ Realistic profitsRealistic profits ƒƒ Cost effective for bothCost effective for both ƒƒ Time effective for allTime effective for all
Attributes of a PartnershipsAttributes of a Partnerships ƒƒ Not a contract but an agreementNot a contract but an agreement ƒƒ Predefined standardsPredefined standardsƒƒ Predefined standardsPredefined standards ƒƒ Pricing agreementPricing agreement ƒƒ Joint trainingJoint training ƒƒ Technological consultancyTechnological consultancy ƒƒ TopTop--down & downdown & down--upup ƒƒ NonNon--purchasing orientedpurchasing oriented ƒƒ Top management involvementTop management involvement ƒƒ A system vs. a contractA system vs. a contract
Who Seeks Partnerships?Who Seeks Partnerships? ƒƒ Japanese style companiesJapanese style companies German style companiesGerman style companiesƒƒ German style companiesGerman style companies ƒƒ Overseas companiesOverseas companies ƒƒ Large national companiesLarge national companies ƒƒ Companies with repetitive orders on a tightCompanies with repetitive orders on a tight scheduleschedule ƒƒ Quality driven companiesQuality driven companies ƒƒ Smaller companies with no purchasing agentSmaller companies with no purchasing agent
Who are Your Future CustomerWho are Your Future Customer Partners?Partners?
Advantages to PartnershipsAdvantages to Partnerships ƒƒ Better planning for economical productionBetter planning for economical productionƒƒ Better planning for economical productionBetter planning for economical production ƒƒ Volume commitmentVolume commitment ƒƒ Prompt paymentPrompt payment ƒƒ Accurate orders (via training)Accurate orders (via training) ƒƒ More accurate market informationMore accurate market information Prompt response to complaintsPrompt response to complaintsƒƒ Prompt response to complaintsPrompt response to complaints ƒƒ LoyaltyLoyalty
Advantages to PartnershipsAdvantages to Partnerships ƒƒ Cleaner order processingCleaner order processing Familiarity with key contactsFamiliarity with key contactsƒƒ Familiarity with key contactsFamiliarity with key contacts ƒƒ Prompt response to quotesPrompt response to quotes ƒƒ Technical supportTechnical support ƒƒ Market intelligence and feedbackMarket intelligence and feedback ƒƒ Consistent qualityConsistent qualityƒƒ Consistent qualityConsistent quality ƒƒ On time deliveryOn time delivery ƒƒ Know costsKnow costs
Advantages to PartnershipsAdvantages to Partnerships ƒƒ Structured communicationsStructured communications ƒƒ Enhance financial stabilityEnhance financial stability ƒƒ Better fit of jobsBetter fit of jobs ƒƒ Enhanced pricing from providersEnhanced pricing from providers
Advantages to PartnershipsAdvantages to Partnerships ƒƒ Operating efficiencyOperating efficiencyƒƒ Operating efficiencyOperating efficiency ƒƒ Structured communicationsStructured communications ƒƒ Technology hotlineTechnology hotline ƒƒ Digital transformationDigital transformation ƒƒ Prompt response to problemsPrompt response to problems Technical supportTechnical supportƒƒ Technical supportTechnical support ƒƒ HonestyHonesty
Benefits to Both PartnersBenefits to Both Partners ƒƒ A permanent relationshipA permanent relationship Reduced paperworkReduced paperworkƒƒ Reduced paperworkReduced paperwork ƒƒ Computer ordering, tracking, shipping,Computer ordering, tracking, shipping, billingbilling ƒƒ Know cost and profitsKnow cost and profits ƒƒ Reduced sales and service costsReduced sales and service costsReduced sales and service costsReduced sales and service costs ƒƒ Win/winWin/win ƒƒ Enhanced peopleEnhanced people--toto--people knowledgepeople knowledge
Benefits to Both PartnersBenefits to Both Partners ƒƒ The Team vs. The VendorThe Team vs. The Vendorƒƒ The Team vs. The VendorThe Team vs. The Vendor ƒƒ Enhanced communicationsEnhanced communications ƒƒ Technological compatibilityTechnological compatibility ƒƒ Better schedulingBetter scheduling ƒƒ Priority status at no additional costPriority status at no additional cost Guaranteed businessGuaranteed businessƒƒ Guaranteed businessGuaranteed business ƒƒ Guaranteed resultsGuaranteed results
Benefits to Both PartnersBenefits to Both Partners ƒƒ Preselected criteria and specificationsPreselected criteria and specificationsPreselected criteria and specificationsPreselected criteria and specifications ƒƒ Enhanced trainingEnhanced training ƒƒ We know them and they know usWe know them and they know us ƒƒ BondingBonding ƒƒ Enhanced customer serviceEnhanced customer service ƒƒ Better use of partner's people timeBetter use of partner's people timeƒƒ Better use of partner's people timeBetter use of partner's people time ƒƒ Equivalent service, good & bad timesEquivalent service, good & bad times
Benefits to Both PartnersBenefits to Both Partners ƒƒ Financial integrityFinancial integrityƒƒ Financial integrityFinancial integrity ƒƒ Delivery guaranteedDelivery guaranteed ƒƒ Custom packagingCustom packaging ƒƒ Complimentary tests and creativeComplimentary tests and creative ƒƒ Hot line, dedicated faxHot line, dedicated fax InIn--house CSRhouse CSRƒƒ InIn--house CSRhouse CSR ƒƒ Reduced estimatingReduced estimating
Building BlocksBuilding Blocks ƒƒ Common objectivesCommon objectives Listing of responsibilities and expectationsListing of responsibilities and expectationsƒƒ Listing of responsibilities and expectationsListing of responsibilities and expectations ƒƒ Regular review and enhancementsRegular review and enhancements ƒƒ Commitment of resources (people, time, $)Commitment of resources (people, time, $) ƒƒ Requirements definedRequirements defined ƒƒ Sharing of information (plans, progress andSharing of information (plans, progress andSharing of information (plans, progress andSharing of information (plans, progress and problems)problems) ƒƒ SShared risks & mutual support for QChared risks & mutual support for QC
Building BlocksBuilding Blocks ƒƒ Open booksOpen booksƒƒ Open booksOpen books ƒƒ Profits and costs savings to botProfits and costs savings to bothh ƒƒ Technological exchangeTechnological exchange
ƒƒ IntegrityIntegrity DesireDesire Key Words in a Strategic AllianceKey Words in a Strategic Alliance ƒƒ TeamworkTeamwork DesireDesire ƒƒ DesireDesire ƒƒ ResponsivenessResponsiveness ƒƒ MotivatedMotivated ƒƒ Results orientedResults oriented ƒƒ Professional;Professional; ƒƒ DesireDesire ƒƒ proactiveproactive ƒƒ CooperationCooperation ƒƒ AdaptabilityAdaptability ƒƒ DependabilityDependability Professional;Professional; ƒƒ EnthusiasticEnthusiastic ƒƒ Follow throughFollow through DependabilityDependability ƒƒ LoyaltyLoyalty
Creating UnderstandingCreating Understanding ƒƒ Quarterly introduction meetingQuarterly introduction meetingƒƒ Quarterly introduction meetingQuarterly introduction meeting ƒƒ Semiannual Introduction to PrintSemiannual Introduction to Print semiannual seminarsemiannual seminar ƒƒ Annual planning and review retreatAnnual planning and review retreat ƒƒ Specially organized educational workshopSpecially organized educational workshop on specific issueson specific issueson specific issueson specific issues ƒƒ Partnership Information manualPartnership Information manual
PricingPricing ƒƒ Open booksOpen booksƒƒ Open booksOpen books ƒƒ Estimates turnaround, formats,Estimates turnaround, formats, markupsmarkups ƒƒ Outside suppliers and services costOutside suppliers and services cost ƒƒ Author alterationsAuthor alterations ƒƒ Labor costsLabor costsƒƒ Labor costsLabor costs ƒƒ Billing formatBilling format
Selling the PartnershipSelling the Partnership ƒƒ Must sell as a consultantMust sell as a consultant ƒƒ Sell up and down the executive ladderSell up and down the executive ladderƒƒ Sell up and down the executive ladderSell up and down the executive ladder ƒƒ Including the CEO and CFOIncluding the CEO and CFO ƒƒ Illustrate overall Impact bottom line profitsIllustrate overall Impact bottom line profits ƒƒ Make the company more competitiveMake the company more competitive ƒƒ Preserve capital for investmentPreserve capital for investment ƒƒ Convert investments into superior resultsConvert investments into superior results ƒƒ Improve the competence, knowledge andImprove the competence, knowledge and productivity of employeesproductivity of employees
Selling the PartnershipSelling the Partnership Develop alliances with functional managersDevelop alliances with functional managersƒƒ Develop alliances with functional managersDevelop alliances with functional managers ƒƒ How to improve their operationsHow to improve their operations ƒƒ When to improve their operationsWhen to improve their operations ƒƒ Where to improve their operationWhere to improve their operation ƒƒ How can what you do affect their operationsHow can what you do affect their operationsHow can what you do affect their operationsHow can what you do affect their operations ƒƒ "I want to work with you""I want to work with you"
Selling the PartnershipSelling the Partnership ƒƒ Alliances with purchasing managersAlliances with purchasing managersƒƒ Alliances with purchasing managersAlliances with purchasing managers ƒƒ Value considerations must replace priceValue considerations must replace price ƒƒ Develop profit improvement proposals inDevelop profit improvement proposals in collaborationcollaboration ƒƒ Develop and implementation exchangeDevelop and implementation exchange ƒƒ Access to higher managementAccess to higher managementƒƒ Access to higher managementAccess to higher management ƒƒ Access to informationAccess to information
Customer "Gets"Customer "Gets" ƒƒ ConfidentialityConfidentiality ƒƒ Prompt response to problemsPrompt response to problems ƒƒ Employee trainingEmployee training ƒƒ Better proceduresBetter procedures ƒƒ Know pricingKnow pricingƒƒ Know pricingKnow pricing
ƒƒ Self analysis via suppliers, customers, employees &Self analysis via suppliers, customers, employees & implementation of action planimplementation of action plan Stages to Building PartnersStages to Building Partners implementation of action planimplementation of action plan ƒƒ Implement action plans via customer service, employeeImplement action plans via customer service, employee training and measurementtraining and measurement ƒƒ Evaluate potential partners and selectEvaluate potential partners and select ƒƒ Establish mutual goals, agreement to gives & gets, mutualEstablish mutual goals, agreement to gives & gets, mutual performance standardsperformance standards Maintain partnership via self analysis, goal review, settingMaintain partnership via self analysis, goal review, settingƒƒ Maintain partnership via self analysis, goal review, settingMaintain partnership via self analysis, goal review, setting new goals and strategiesnew goals and strategies
Question andQuestion and CommentsCommentsCommentsComments
Evaluations & OrderEvaluations & Order FormsForms
Additional InformationAdditional InformationAdditional InformationAdditional Information to Build Yourto Build Your PartnershipPartnership Knowledge andKnowledge and Written AgreementWritten Agreement Knowledge andKnowledge and Written AgreementWritten Agreement
AdditionalAdditional ƒƒ Potential partner analysisPotential partner analysis Setting performance standards &Setting performance standards &ƒƒ Setting performance standards &Setting performance standards & measurementsmeasurements ƒƒ Selecting potential partnersSelecting potential partners ƒƒ Mutually agreed upon goals and objectivesMutually agreed upon goals and objectives ƒƒ Standards to be setStandards to be set ƒƒ TrainingTraining ƒƒ Yearly review processYearly review process
Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis ƒƒ Begins with survey and auditsBegins with survey and audits Cover letter from the President explaining whyCover letter from the President explaining whyƒƒ Cover letter from the President explaining whyCover letter from the President explaining why ƒƒ Obtain client perceptionsObtain client perceptions ƒƒ Report back results to clients, employees & vendorsReport back results to clients, employees & vendors ƒƒ Begin with surveying employeesBegin with surveying employees ƒƒ Then vendorsThen vendorsThen vendorsThen vendors ƒƒ Repeat every two to three yearsRepeat every two to three years
Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis ƒƒ Rate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of no importance 1)importance 1) Courtesy & helpfulness of customer serviceCourtesy & helpfulness of customer service Phone calls returned promptlyPhone calls returned promptly Reliable, technical knowledgeReliable, technical knowledge Relaying of critical information prior to problemRelaying of critical information prior to problem Timely estimatesTimely estimates Suggestions on how to improve qualitySuggestions on how to improve quality
Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis Rapid response to service needsRapid response to service needs FollowFollow--up on specs and instructionsup on specs and instructionsFollowFollow--up on specs and instructionsup on specs and instructions Suggestions to improve quality or valueSuggestions to improve quality or value Timely proofs, correct, easy to understandTimely proofs, correct, easy to understand OnOn--time deliverytime delivery Responsiveness to rush requestsResponsiveness to rush requests Flexibility to meet unusual requestsFlexibility to meet unusual requestsFlexibility to meet unusual requestsFlexibility to meet unusual requests ƒƒ What else?What else?
Stage 2Stage 2 -- Implement ChangeImplement Change ƒƒ Set performance standards & measurementsSet performance standards & measurementsSet performance standards & measurementsSet performance standards & measurements Prompt & accurate invoicesPrompt & accurate invoices Accurate packing listsAccurate packing lists Carton markingCarton marking PackagingPackaging Manufacturing standardsManufacturing standards What else?What else?
Stage 2Stage 2 -- Implement ChangeImplement Change ƒƒ Create special product & service satisfiesCreate special product & service satisfiesCreate special product & service satisfiesCreate special product & service satisfies Electronic orderingElectronic ordering Dedicated fax or personsDedicated fax or persons 800 number800 number ee--Mail and CRMMail and CRM Warehousing or JITWarehousing or JIT
Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners Review entire list of clients & prospectsReview entire list of clients & prospectsƒƒ Review entire list of clients & prospectsReview entire list of clients & prospects ƒƒ Review business news for partnership cos.Review business news for partnership cos. ƒƒ Initiate top level discussionsInitiate top level discussions ƒƒ Partnering surveyPartnering survey ƒƒ Industry awarenessIndustry awareness
Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners ƒƒ Gives & getsGives & gets ƒƒ Preliminary pricingPreliminary pricing ƒƒ Open booksOpen books ƒƒ Review proceduresReview procedures
Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners ƒƒ SelectSelectƒƒ SelectSelect ƒƒ Determine what they wantDetermine what they want ƒƒ Visit your plantVisit your plant ƒƒ Visit their facilitiesVisit their facilities ƒƒ Top level executive involvementTop level executive involvement Key people meetKey people meetƒƒ Key people meetKey people meet ƒƒ Develop benefit statementsDevelop benefit statements
Select Potential PartnersSelect Potential Partners ƒƒ Divorce proceduresDivorce proceduresƒƒ Divorce proceduresDivorce procedures ƒƒ Attributes and standardsAttributes and standards ƒƒ Automatic renewalAutomatic renewal ƒƒ Written agreementWritten agreement ƒƒ SigningSigning Copy distributionCopy distributionƒƒ Copy distributionCopy distribution ƒƒ Training programsTraining programs
Select Potential PartnersSelect Potential Partners ƒƒ Communications systemsCommunications systemsƒƒ Communications systemsCommunications systems ƒƒ Regular monitoringRegular monitoring ƒƒ Regular meetings & performanceRegular meetings & performance
Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Mutually agreed upon goals and objectivesMutually agreed upon goals and objectivesMutually agreed upon goals and objectivesMutually agreed upon goals and objectives ƒƒ WrittenWritten ƒƒ Formal review every 3Formal review every 3--6 months6 months ƒƒ Technology team to discuss results andTechnology team to discuss results and advancements plannedadvancements planned ƒƒ Shared cost of experimental workShared cost of experimental workƒƒ Shared cost of experimental workShared cost of experimental work ƒƒ Assignments of specific employeesAssignments of specific employees
Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Joint trainingJoint training ƒƒ Communication systemsCommunication systems ƒƒ Agreement on warehousing, JIT, shippingAgreement on warehousing, JIT, shipping ƒƒ Sharing of office spaceSharing of office space ƒƒ Computer links, dedicated faxComputer links, dedicated fax ƒƒ Dedicated CSR and/or estimatorDedicated CSR and/or estimator Volumes expected, $, products , whenVolumes expected, $, products , whenƒƒ Volumes expected, $, products , whenVolumes expected, $, products , when ƒƒ Clean ordersClean orders
Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Structured pricing inc. AAsStructured pricing inc. AAs Delivery & scheduling enhancementsDelivery & scheduling enhancementsƒƒ Delivery & scheduling enhancementsDelivery & scheduling enhancements ƒƒ Overs and undersOvers and unders ƒƒ Improvements in communicationsImprovements in communications ƒƒ Shipping notification, billing, etc.Shipping notification, billing, etc. ƒƒ Confidentiality, financial info sharingConfidentiality, financial info sharingConfidentiality, financial info sharingConfidentiality, financial info sharing ƒƒ Setting of standardsSetting of standards
Standards to be SetStandards to be Set ƒƒ Standards could include:Standards could include: Quantities per cartonQuantities per cartonQuantities per cartonQuantities per carton Specs ink colorSpecs ink color Stock paper and specsStock paper and specs Obtaining nonObtaining non--stock paperstock paper Normal delivery time on typical orderNormal delivery time on typical order Overs and undersOvers and undersOvers and undersOvers and unders Price increasesPrice increases
Standards to be SetStandards to be Set ƒƒ Standards could include:Standards could include: Loss or damagesLoss or damagesLoss or damagesLoss or damages Creative assistanceCreative assistance Payment termsPayment terms Cancellation situationsCancellation situations
Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Change situationsChange situations Order acknowledgmentOrder acknowledgmentƒƒ Order acknowledgmentOrder acknowledgment ƒƒ Rescheduling on delaysRescheduling on delays ƒƒ Inventory levelsInventory levels ƒƒ Communications standardsCommunications standards ƒƒ TrainingTrainingƒƒ TrainingTraining ƒƒ Joint effortsJoint efforts
ƒƒ Dot gainDot gain ƒƒ Densitometer readingDensitometer reading ƒƒ Proof typeProof type ƒƒ SquarenessSquareness Quality GoalsQuality Goals ƒƒ Densitometer readingDensitometer reading ƒƒ Color barsColor bars ƒƒ GATF targetsGATF targets ƒƒ GhostingGhosting ƒƒ MoiréMoiré ƒƒ HickeysHickeys ƒƒ SquarenessSquareness ƒƒ Page countPage count ƒƒ BindingBinding ƒƒ Packing & markingPacking & marking ƒƒ OversOvers && undersunders ƒƒ Review processReview process ƒƒ Paper & ink specsPaper & ink specs ƒƒ UpgradesUpgrades ƒƒ Bad materialsBad materials
Pricing GoalsPricing Goals ƒƒ Job costingJob costing ƒƒ MarkupMarkup ƒƒ DiscountsDiscounts ƒƒ Interest on late payInterest on late payƒƒ MarkupMarkup ƒƒ AAsAAs ƒƒ Paper costsPaper costs ƒƒ Increased costsIncreased costs ƒƒ Estimate formatEstimate format ƒƒ Billing proceduresBilling procedures ƒƒ Interest on late payInterest on late pay ƒƒ Distribution of estimatesDistribution of estimates and invoicesand invoices ƒƒ Quarterly reviewQuarterly review ƒƒ WarehousingWarehousing ƒƒ FulfillmentFulfillmentBilling proceduresBilling procedures ƒƒ Automation &Automation & computerizationcomputerization ƒƒ FulfillmentFulfillment ƒƒ Prepaid postagePrepaid postage
ƒƒ Print terminologyPrint terminology Training GoalsTraining Goals Print terminologyPrint terminology ƒƒ Print processPrint process ƒƒ Job flowJob flow ƒƒ Estimating & costingEstimating & costing ƒƒ People familiarityPeople familiarity ƒƒ Technology updatesTechnology updatesƒƒ Technology updatesTechnology updates ƒƒ DesktopDesktop
Training GoalsTraining Goals ƒƒ DigitalDigital ƒƒ CreativeCreative ƒƒ The Strategic Alliance systemThe Strategic Alliance system
Training ProgramsTraining Programs ƒƒ Order entryOrder entry ƒƒ DesignDesignƒƒ DesignDesign ƒƒ CreativeCreative ƒƒ DesktopDesktop ƒƒ SchedulingScheduling ƒƒ Computer entryComputer entry ƒƒ DigitalDigital ƒƒ ShippingShipping ƒƒ TerminologyTerminology
Yearly Review ProcessYearly Review Process ƒƒ WhoWho Items coveredItems coveredƒƒ Items coveredItems covered ƒƒ New print product additionsNew print product additions ƒƒ Old products eliminatedOld products eliminated ƒƒ Change in standards and specificationChange in standards and specification ƒƒ Expected volumes and specsExpected volumes and specsExpected volumes and specsExpected volumes and specs ƒƒ PositioningPositioning ƒƒ Adherence to goals and standardsAdherence to goals and standards
Communications GoalsCommunications Goals ƒƒ Prime contactsPrime contacts Estimating, planning, customer service, sales,Estimating, planning, customer service, sales,ƒƒ Estimating, planning, customer service, sales,Estimating, planning, customer service, sales, executives, shipping, proofs, changes,executives, shipping, proofs, changes, problemsproblems ƒƒ Secondary contactsSecondary contacts ƒƒ Design, DTP, type, copy, proof, creativeDesign, DTP, type, copy, proof, creative Turnaround on estimatesTurnaround on estimatesƒƒ Turnaround on estimatesTurnaround on estimates ƒƒ Order writeOrder write--upup
Communications GoalsCommunications Goals ƒƒ Specifications confirmationSpecifications confirmation Turn on schedulingTurn on schedulingƒƒ Turn on schedulingTurn on scheduling ƒƒ Progress updateProgress update ƒƒ Normal turnaroundNormal turnaround ƒƒ Rush, overtime, weekends, holidaysRush, overtime, weekends, holidays ƒƒ DelaysDelaysƒƒ DelaysDelays ƒƒ Priority shipmentsPriority shipments ƒƒ PartialsPartials
Communications GoalsCommunications Goals ƒƒ CSR, sales and executives roleCSR, sales and executives roleCSR, sales and executives roleCSR, sales and executives role ƒƒ Quarterly & yearly reviewsQuarterly & yearly reviews ƒƒ Delivery time specsDelivery time specs ƒƒ Call frequency (CSR & sales)Call frequency (CSR & sales) ƒƒ In plant officeIn plant office ƒƒ Priority communications systemsPriority communications systemsƒƒ Priority communications systemsPriority communications systems ƒƒ Hotel visitsHotel visits
Stage 5: Quarterly & Yearly ReviewStage 5: Quarterly & Yearly Review ƒƒ WhoWhoƒƒ WhoWho ƒƒ WhenWhen ƒƒ WhereWhere ƒƒ TopicsTopics ƒƒ StatisticsStatistics Short fallShort fallƒƒ Short fallShort fall
Stage 5: Quarterly & Yearly ReviewStage 5: Quarterly & Yearly Review ƒƒ Changes initiatedChanges initiatedƒƒ Changes initiatedChanges initiated ƒƒ New standardsNew standards ƒƒ Technological trainingTechnological training ƒƒ New needsNew needs
ƒƒ Written promise to adhere to the terms of theWritten promise to adhere to the terms of the agreementagreement Promises to Adhere To!Promises to Adhere To! agreementagreement ƒƒ Agreement to conduct a formal review of the successAgreement to conduct a formal review of the success and failures of the agreementand failures of the agreement ƒƒ The importance of customer /user satisfaction inThe importance of customer /user satisfaction in defining all potential strategies for a successfuldefining all potential strategies for a successful partnershippartnership Working together to establish mutual sales goals andWorking together to establish mutual sales goals andƒƒ Working together to establish mutual sales goals andWorking together to establish mutual sales goals and marketing plansmarketing plans
ƒƒ Mutual opportunities for investing in productMutual opportunities for investing in product The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include resign or designresign or design ƒƒ Management: unique skills within theManagement: unique skills within the management can be sharedmanagement can be shared ƒƒ Facilities such as warehouse planningFacilities such as warehouse planning ƒƒ Manpower: share training capabilitiesManpower: share training capabilitiesManpower: share training capabilitiesManpower: share training capabilities ƒƒ Support in good and bad timesSupport in good and bad times ƒƒ Efficient communicationsEfficient communications
The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Price has often erroneously been equated withPrice has often erroneously been equated with partnering, even though price concessions arepartnering, even though price concessions arepartnering, even though price concessions arepartnering, even though price concessions are not the purpose of a partnering relationship. Tonot the purpose of a partnering relationship. To put the issue up front and get it over with, forput the issue up front and get it over with, for those agreements that address price as anthose agreements that address price as an issue, the following terms may be consideredissue, the following terms may be considered for possible inclusion.for possible inclusion.for possible inclusion.for possible inclusion.
The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ 1.1. A condition covering distributor profit/loss ifA condition covering distributor profit/loss if the partner fails to fill contracted capacitythe partner fails to fill contracted capacitythe partner fails to fill contracted capacitythe partner fails to fill contracted capacity would probably become an issue only if thewould probably become an issue only if the agreement was for a product line that hadagreement was for a product line that had orders in excess of capacity, and if otherorders in excess of capacity, and if other orders were turned away due to theorders were turned away due to the commitments made to produce the partner'scommitments made to produce the partner'scommitments made to produce the partner'scommitments made to produce the partner's products.products.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 2.2. On stock items, depending upon volume, some agreedOn stock items, depending upon volume, some agreed to pricing structure to make doing business easier and moreto pricing structure to make doing business easier and moreto pricing structure to make doing business easier and moreto pricing structure to make doing business easier and more consistent for both parties. It may be advantageous toconsistent for both parties. It may be advantageous to include cost up and cost down indexing parameters toinclude cost up and cost down indexing parameters to protect both parties in the event of unusual price increases orprotect both parties in the event of unusual price increases or decreases. These pricing structures are typically based ondecreases. These pricing structures are typically based on the partner's volume projections after a careful analysis of histhe partner's volume projections after a careful analysis of his marketing plans and current business conditions has beenmarketing plans and current business conditions has beenmarketing plans and current business conditions has beenmarketing plans and current business conditions has been made.made.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 3.3. Special terms of payment may beSpecial terms of payment may be negotiated with higher prompt pay and othernegotiated with higher prompt pay and othernegotiated with higher prompt pay and othernegotiated with higher prompt pay and other discounts offered for certain volume, productdiscounts offered for certain volume, product mixes, or turnaround on invoices.mixes, or turnaround on invoices. ƒƒ 4. Quality standards and specifications4. Quality standards and specifications ƒƒ 5. Quality charge5. Quality charge--back provisions are usuallyback provisions are usually incorporated into partnering agreements.incorporated into partnering agreements.incorporated into partnering agreements.incorporated into partnering agreements. Some examples of items included are:Some examples of items included are:
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A.A. A chargeA charge--back that may be some percentback that may be some percent of the purchase price to compensate for theof the purchase price to compensate for theof the purchase price to compensate for theof the purchase price to compensate for the inspection and handling required to take careinspection and handling required to take care of a defective product.of a defective product. ƒƒ B.B. Procedures for handling reprints that coverProcedures for handling reprints that cover immediate response to customer need as wellimmediate response to customer need as well as a way to assign the costs of a rerun oras a way to assign the costs of a rerun oras a way to assign the costs of a rerun oras a way to assign the costs of a rerun or repair.repair.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ C. Procedures for handling the costs ofC. Procedures for handling the costs of financing accounts receivable while thefinancing accounts receivable while thefinancing accounts receivable while thefinancing accounts receivable while the nonconforming product is being repaired ornonconforming product is being repaired or rerun and the end user is holding up paymentrerun and the end user is holding up payment until the issue is resolved.until the issue is resolved. ƒƒ D.D. Procedures for handling anyProcedures for handling any unrecoverable costs associated with rectifyingunrecoverable costs associated with rectifyingunrecoverable costs associated with rectifyingunrecoverable costs associated with rectifying a quality problem, such as travel to a customera quality problem, such as travel to a customer facility or shipment costs.facility or shipment costs.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ E.E. Procedures for addressing costs incurredProcedures for addressing costs incurred by the distributor for cleaning up a poorlyby the distributor for cleaning up a poorlyby the distributor for cleaning up a poorlyby the distributor for cleaning up a poorly specified order.specified order. ƒƒ F.F. Guidelines for mistakes made in orderingGuidelines for mistakes made in ordering raw materials for a job when the error restsraw materials for a job when the error rests with the customer. Such items as millwith the customer. Such items as mill restocking charges and materials made torestocking charges and materials made torestocking charges and materials made torestocking charges and materials made to special order might be considered.special order might be considered.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ G.G. Procedures to follow when theProcedures to follow when theG.G. Procedures to follow when theProcedures to follow when the specifications on a quote do not match thespecifications on a quote do not match the order. These may address different areas oforder. These may address different areas of responsibility and costs associated with suchresponsibility and costs associated with such errors.errors. ƒƒ H.H. Requirements for notification of materialRequirements for notification of material substitutions or other changes to the originalsubstitutions or other changes to the originalsubstitutions or other changes to the originalsubstitutions or other changes to the original specifications of a job.specifications of a job.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes ƒƒ A.A. Detailed procedures for late deliveries canDetailed procedures for late deliveries can cover such issues as expedited shipments atcover such issues as expedited shipments at the manufacturer's expense when the deliverythe manufacturer's expense when the delivery was not in compliance with the delivery goalswas not in compliance with the delivery goals of the agreement.of the agreement.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ B. Stipulations may be made for exact shipmentB. Stipulations may be made for exact shipment quantities or reduced over/quantities or reduced over/undersunders from industryfrom industryquantities or reduced over/quantities or reduced over/undersunders from industryfrom industry standards. When these terms have been agreedstandards. When these terms have been agreed upon, there is usually some provision for shortupon, there is usually some provision for short--shipsships and overand over--ships to compensate for excess inventoryships to compensate for excess inventory or costs incurred with early restockingor costs incurred with early restocking..
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 7. Communications7. Communications A. It is wise to spell out just what each partyA. It is wise to spell out just what each partyƒƒ A. It is wise to spell out just what each partyA. It is wise to spell out just what each party expects from the other in this most critical of allexpects from the other in this most critical of all considerations, business communications.considerations, business communications. Some items to be considered are:Some items to be considered are: ƒƒ B.B. How orders are to be entered, how artworkHow orders are to be entered, how artwork will be received, turnaround time forwill be received, turnaround time forwill be received, turnaround time forwill be received, turnaround time for acknowledgments, proofs, etc.acknowledgments, proofs, etc.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ C.C. If special account representatives will beIf special account representatives will be assigned, their duties and responsibilities shouldassigned, their duties and responsibilities shouldassigned, their duties and responsibilities shouldassigned, their duties and responsibilities should be spelled out. Some items to be considered arebe spelled out. Some items to be considered are turnaround time on phone messages, quoteturnaround time on phone messages, quote requests, and shipment status requests. Somerequests, and shipment status requests. Some other considerations may include:other considerations may include: ƒƒ D. What happens when the specialD. What happens when the specialƒƒ D. What happens when the specialD. What happens when the special representative is unavailable, on vacation, orrepresentative is unavailable, on vacation, or absent.absent.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include E. The training responsibilities one partnerE. The training responsibilities one partnerƒƒ E. The training responsibilities one partnerE. The training responsibilities one partner has to the other partner's customer supporthas to the other partner's customer support representatives, such as inrepresentatives, such as in--house tours andhouse tours and product training sessions.product training sessions. ƒƒ F.F. A defined chain of command andA defined chain of command and understood procedures that can be followed byunderstood procedures that can be followed byunderstood procedures that can be followed byunderstood procedures that can be followed by the representative when problems arise.the representative when problems arise.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ G. A defined procedure for keeping theG. A defined procedure for keeping the representative aware of changes in the partner'srepresentative aware of changes in the partner'srepresentative aware of changes in the partner'srepresentative aware of changes in the partner's business environment: new personnel, etc., newbusiness environment: new personnel, etc., new product emphasis, new pricing, and any newproduct emphasis, new pricing, and any new procedures that have been agreed to by partners.procedures that have been agreed to by partners. ƒƒ H.H. The expected quality of communicationsThe expected quality of communications between the two parties should be detailed andbetween the two parties should be detailed andbetween the two parties should be detailed andbetween the two parties should be detailed and should include provisions for dealing with shortfallsshould include provisions for dealing with shortfalls in performance. Some items to consider include:in performance. Some items to consider include:
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ I. Quality and clarity of all specificationsI. Quality and clarity of all specificationsƒƒ I. Quality and clarity of all specificationsI. Quality and clarity of all specifications given a manufacturer.given a manufacturer. ƒƒ J.J. Timing and clarity of all acknowledgmentsTiming and clarity of all acknowledgments issued by the manufacturer or the distributor.issued by the manufacturer or the distributor. This may include a statement indicating theThis may include a statement indicating the responsibility of the parties for checking allresponsibility of the parties for checking allresponsibility of the parties for checking allresponsibility of the parties for checking all acknowledgments, and procedures to followacknowledgments, and procedures to follow when errors or omissions are discovered.when errors or omissions are discovered.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ K.K. Detail on any requirements for the specialDetail on any requirements for the special handling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proof that should be considered standard, turnaround time,that should be considered standard, turnaround time, order hold status during the proofing process, andorder hold status during the proofing process, and responsibility for errors not detected during the proofingresponsibility for errors not detected during the proofing process.process. ƒƒ L.L. Special services such as dedicated phone lines,Special services such as dedicated phone lines, dedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems and procedures designed to enhance the effectiveness ofprocedures designed to enhance the effectiveness of communicationscommunications..
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 8.8. Procedures for a formal review process.Procedures for a formal review process.ƒƒ 8.8. Procedures for a formal review process.Procedures for a formal review process. Such a process should detail how often theSuch a process should detail how often the partners will meet, what topics will bepartners will meet, what topics will be discussed, and when the regularly scheduleddiscussed, and when the regularly scheduled partnering performance reviews will occur.partnering performance reviews will occur.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 9.9. Procedures for goalProcedures for goal--setting meetings tosetting meetings toƒƒ 9.9. Procedures for goalProcedures for goal--setting meetings tosetting meetings to include the renewal of the agreement and toinclude the renewal of the agreement and to generate ideas for enhancement to thegenerate ideas for enhancement to the partnership. These considerations maypartnership. These considerations may logically follow a review process, or they maylogically follow a review process, or they may intentionally be scheduled at a different time.intentionally be scheduled at a different time. ƒƒ 10. Shipping, Labeling and Packaging10. Shipping, Labeling and Packaging
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A.A. How goods are shipped and quality of the shippingHow goods are shipped and quality of the shipping services may be an issue with the parties involved. Someservices may be an issue with the parties involved. Someservices may be an issue with the parties involved. Someservices may be an issue with the parties involved. Some areas that may require documentation with the agreementareas that may require documentation with the agreement could include:could include: ƒƒ B.B. AgreedAgreed--upon transportation companies and levels ofupon transportation companies and levels of transportation service (i.e., when expedited shipments willtransportation service (i.e., when expedited shipments will be used and the cost allocations for those services).be used and the cost allocations for those services). ƒƒ C.C. Treatment of charges for freight, who bills whom, andTreatment of charges for freight, who bills whom, andƒƒ C.C. Treatment of charges for freight, who bills whom, andTreatment of charges for freight, who bills whom, and at what point in the order cycle.at what point in the order cycle.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ D.D. Charging structure, if any, and procedures for multipleCharging structure, if any, and procedures for multiple ship locations on orders as well as requirements forship locations on orders as well as requirements forship locations on orders as well as requirements forship locations on orders as well as requirements for special labeling, packaging, skids, bar coding, etc.special labeling, packaging, skids, bar coding, etc. ƒƒ E.E. Responsibilities for tracing lost shipments.Responsibilities for tracing lost shipments. ƒƒ F.F. Procedures for informing the distributor, and theProcedures for informing the distributor, and the distributor in turn notifying the customer, of deviations indistributor in turn notifying the customer, of deviations in the expected ship date or the condition of the shipment,the expected ship date or the condition of the shipment, including the size of cartons, labeling and internalincluding the size of cartons, labeling and internalincluding the size of cartons, labeling and internalincluding the size of cartons, labeling and internal packaging.packaging.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 11.11. Procedures for notification of nonconformanceProcedures for notification of nonconformance to any of the conditions included in the agreement.to any of the conditions included in the agreement.to any of the conditions included in the agreement.to any of the conditions included in the agreement. ƒƒ 12. Sharing of market intelligence. The benefits12. Sharing of market intelligence. The benefits that can accrue to the customer and distributor fromthat can accrue to the customer and distributor from sharing market information cannot be stressedsharing market information cannot be stressed enough. If handled properly, this may perhaps beenough. If handled properly, this may perhaps be the most important benefit of any partneringthe most important benefit of any partneringthe most important benefit of any partneringthe most important benefit of any partnering agreement. Some items to be considered include:agreement. Some items to be considered include:
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A. The means for conveying to partners newsA. The means for conveying to partners news on market and product conditions ason market and product conditions ason market and product conditions ason market and product conditions as determined by the distributorship's sales force.determined by the distributorship's sales force. Meetings can be conducted for this purpose onMeetings can be conducted for this purpose on a regular basis.a regular basis.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ B.B. A means for conveying to a distributor any leadsA means for conveying to a distributor any leads that a customer has developed, and the responsibilitythat a customer has developed, and the responsibilitythat a customer has developed, and the responsibilitythat a customer has developed, and the responsibility of the distributor for following up on such leads.of the distributor for following up on such leads. ƒƒ C.C. Details on who within each organization isDetails on who within each organization is responsible for conveying and acting upon suchresponsible for conveying and acting upon such information.information. ƒƒ D.D. Issues that relate to the confidentiality of theIssues that relate to the confidentiality of the items discussed between the partners.items discussed between the partners.items discussed between the partners.items discussed between the partners.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 13.13. Parameters for sharing financialParameters for sharing financial information to ensure that each company hasinformation to ensure that each company hasinformation to ensure that each company hasinformation to ensure that each company has the ability to handle added volume, a newthe ability to handle added volume, a new account, or product development.account, or product development. ƒƒ 14.14.Ground rules for joint ventures in productGround rules for joint ventures in product development or account/market penetration.development or account/market penetration. 15. Employee training.15. Employee training.ƒƒ 15. Employee training.15. Employee training.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A greatly desired benefit for both parties isA greatly desired benefit for both parties is employee training. Both parties to a partneringemployee training. Both parties to a partneringemployee training. Both parties to a partneringemployee training. Both parties to a partnering agreement can offer experiences that willagreement can offer experiences that will benefit the overall effectiveness of each other'sbenefit the overall effectiveness of each other's employees. A provision to be considered in anemployees. A provision to be considered in an agreement is the responsibility of each party toagreement is the responsibility of each party to assist in the training of the partner'sassist in the training of the partner'sassist in the training of the partner'sassist in the training of the partner's employees.employees.
ƒƒ A visit to the plant or distributor's office is aA visit to the plant or distributor's office is a common approach to basic employee training. Itcommon approach to basic employee training. It The Partnership AgreementThe Partnership Agreement Could IncludeCould Include common approach to basic employee training. Itcommon approach to basic employee training. It is also one way to improve communicationsis also one way to improve communications between the companies. Some distributors andbetween the companies. Some distributors and partners have formal inpartners have formal in--house programs to whichhouse programs to which the other's employees may be invited. Still othersthe other's employees may be invited. Still others may consider sharing the costs of sendingmay consider sharing the costs of sendingmay consider sharing the costs of sendingmay consider sharing the costs of sending personnel to appropriate educational programs.personnel to appropriate educational programs.
ƒƒ Training should develop a specific guide forTraining should develop a specific guide for developing a training path for both distributordeveloping a training path for both distributor The Partnership AgreementThe Partnership Agreement Could IncludeCould Include developing a training path for both distributordeveloping a training path for both distributor sales and customer support personnel.sales and customer support personnel. Aspects of this training path can beAspects of this training path can be incorporated into the partnering agreement,incorporated into the partnering agreement, and expectations for each party's complianceand expectations for each party's compliance with formal employee training can be made awith formal employee training can be made awith formal employee training can be made awith formal employee training can be made a part of such an agreement.part of such an agreement.
ƒƒ The real success of a partnering agreementThe real success of a partnering agreement rests on how well and with what level ofrests on how well and with what level of The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include rests on how well and with what level ofrests on how well and with what level of enthusiasm the companies' employeesenthusiasm the companies' employees understand and carry out the agreedunderstand and carry out the agreed--uponupon procedures. The more the employees knowprocedures. The more the employees know about the agreement, the reasons behind it,about the agreement, the reasons behind it, and the progress each company is making inand the progress each company is making inand the progress each company is making inand the progress each company is making in meeting the goals of the agreement, themeeting the goals of the agreement, the stronger the relationship will be.stronger the relationship will be.
ƒƒ When people are informed, they can offerWhen people are informed, they can offer ideas on how to make improvements. Aideas on how to make improvements. A The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ideas on how to make improvements. Aideas on how to make improvements. A company's employees are its greatest enginecompany's employees are its greatest engine to produce positive change, and information isto produce positive change, and information is the fuel that fires up the engine.the fuel that fires up the engine.
ƒƒ Another critical aspect to the success of aAnother critical aspect to the success of a The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Another critical aspect to the success of aAnother critical aspect to the success of a partnering agreement is the personality of thepartnering agreement is the personality of the companies involved. The corporate personalitycompanies involved. The corporate personality will dictate how well the partnership will work.will dictate how well the partnership will work.
ƒƒ Especially for termination, the procedures to beEspecially for termination, the procedures to be followed have to be carefully considered before hand.followed have to be carefully considered before hand. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include followed have to be carefully considered before hand.followed have to be carefully considered before hand. It is only reasonable to expect that certain businessIt is only reasonable to expect that certain business relationships will fail to meet the expectations of therelationships will fail to meet the expectations of the participantsparticipants -- or even fail altogether. This may beor even fail altogether. This may be especially true of partnering agreements that areespecially true of partnering agreements that are formed hastily and without the necessary selfformed hastily and without the necessary self--formed hastily and without the necessary selfformed hastily and without the necessary self-- evaluation and mutual evaluation required.evaluation and mutual evaluation required.
ƒƒ None of these benefits should be automaticallyNone of these benefits should be automatically assumed to be included in an agreement. Ifassumed to be included in an agreement. If The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include assumed to be included in an agreement. Ifassumed to be included in an agreement. If partners decide that certain benefits will be anpartners decide that certain benefits will be an integral part of their agreement, then theseintegral part of their agreement, then these particular benefits need to be detailed inparticular benefits need to be detailed in writing. This will give each party a clearwriting. This will give each party a clear understanding of the other's intent and canunderstanding of the other's intent and canunderstanding of the other's intent and canunderstanding of the other's intent and can save a lot of time clearing upsave a lot of time clearing up misunderstandings later.misunderstandings later.
ƒƒ Changes and Termination . There are manyChanges and Termination . There are many reasons to change or even terminate areasons to change or even terminate a The Partnership AgreementThe Partnership Agreement Could IncludeCould Include reasons to change or even terminate areasons to change or even terminate a partnering agreement. To avoid bad feelings orpartnering agreement. To avoid bad feelings or straining the relationship, and to provide for astraining the relationship, and to provide for a smooth transition if either of these actionssmooth transition if either of these actions becomes necessary, the partnering agreementbecomes necessary, the partnering agreement should clearly describe the procedures forshould clearly describe the procedures forshould clearly describe the procedures forshould clearly describe the procedures for making the change.making the change.
ƒƒ StandardsStandards -- the standards by which the distributor operatesthe standards by which the distributor operates should be clearly detailed. Quantities per carton, ink colors,should be clearly detailed. Quantities per carton, ink colors, The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be clearly detailed. Quantities per carton, ink colors,should be clearly detailed. Quantities per carton, ink colors, delivery times, and stocked and not stocked substrates shoulddelivery times, and stocked and not stocked substrates should be explicitly understood and provision made for requests thatbe explicitly understood and provision made for requests that deviate from standard. Some of these deviations may bedeviate from standard. Some of these deviations may be performed gratis for certain customers (such as for Aperformed gratis for certain customers (such as for A--levellevel partners) but will remain billable for other accounts. To avoidpartners) but will remain billable for other accounts. To avoid misunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in the agreement.agreement.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Some areas of the agreement are moreSome areas of the agreement are more amenable to change than others. Therefore,amenable to change than others. Therefore, each section of the agreement (such aseach section of the agreement (such as pricing, delivery, training, etc.) should addresspricing, delivery, training, etc.) should address the procedures for making changes for thatthe procedures for making changes for that particular area.particular area.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ ErrorsErrors -- although errors should be minimizedalthough errors should be minimized when a sound partnering relationship haswhen a sound partnering relationship haswhen a sound partnering relationship haswhen a sound partnering relationship has developed, they will occur. Both partners mustdeveloped, they will occur. Both partners must have a procedure for the expeditious handlinghave a procedure for the expeditious handling of any complaint. Keep in mind that theof any complaint. Keep in mind that the ultimate measure of the success of anyultimate measure of the success of any partnering agreement is the satisfaction of thepartnering agreement is the satisfaction of thepartnering agreement is the satisfaction of thepartnering agreement is the satisfaction of the partner customer.partner customer.
ƒƒ Min/Max OrdersMin/Max Orders -- if a thorough job was done during theif a thorough job was done during the mutual criteria evaluation process then the distributormutual criteria evaluation process then the distributor The Partnership AgreementThe Partnership Agreement Could IncludeCould Include mutual criteria evaluation process then the distributormutual criteria evaluation process then the distributor should have a clear understanding of what is an acceptableshould have a clear understanding of what is an acceptable order level. Often this is an area that causesorder level. Often this is an area that causes misunderstandings. The partner should spell out howmisunderstandings. The partner should spell out how requests for deviations, especially orders that don't meetrequests for deviations, especially orders that don't meet the minimum, will be handled. For instance, would athe minimum, will be handled. For instance, would a reasonable upreasonable up--charge be incurred and, if so, under whatcharge be incurred and, if so, under whatreasonable upreasonable up--charge be incurred and, if so, under whatcharge be incurred and, if so, under what circumstances?circumstances?
ƒƒ Price IncreasesPrice Increases -- changing market conditions,changing market conditions, such as paper price increases and capacitysuch as paper price increases and capacity The Partnership AgreementThe Partnership Agreement Could IncludeCould Include such as paper price increases and capacitysuch as paper price increases and capacity variations, should be relayed to the distributorvariations, should be relayed to the distributor partner immediately so that both partners canpartner immediately so that both partners can plan the best way to implement the neededplan the best way to implement the needed changes without disrupting service to the endchanges without disrupting service to the end user/customer or risking the partnership.user/customer or risking the partnership.user/customer or risking the partnership.user/customer or risking the partnership.
ƒƒ Lost or Damaged ShipmentsLost or Damaged Shipments -- it may beit may be The Partnership AgreementThe Partnership Agreement Could IncludeCould Include Lost or Damaged ShipmentsLost or Damaged Shipments -- it may beit may be advisable for the distributor to assumeadvisable for the distributor to assume responsibility for pursuing claims with theresponsibility for pursuing claims with the carrier. Generally, partner's have morecarrier. Generally, partner's have more influence with trucking companies thaninfluence with trucking companies than distributors do.distributors do.
ƒƒ Product Design/Material ChangesProduct Design/Material Changes -- the partnerthe partner should be notified before the distributor makesshould be notified before the distributor makes The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be notified before the distributor makesshould be notified before the distributor makes any changes in product specifications from aany changes in product specifications from a previous order or from the specifications sentprevious order or from the specifications sent by the distributor. Facts on materials used,by the distributor. Facts on materials used, such as economy grade papers, need to besuch as economy grade papers, need to be clearly defined and understood by both parties.clearly defined and understood by both parties.clearly defined and understood by both parties.clearly defined and understood by both parties.
ƒƒ Payment TermsPayment Terms -- payment terms shouldpayment terms should The Partnership AgreementThe Partnership Agreement Could IncludeCould Include Payment TermsPayment Terms -- payment terms shouldpayment terms should consider the time it takes the distributor andconsider the time it takes the distributor and partner to process the invoice and how long itpartner to process the invoice and how long it takes the shipment to reach the customer ortakes the shipment to reach the customer or the distributor's warehouse. Until electronicthe distributor's warehouse. Until electronic invoicing and payment become the norm,invoicing and payment become the norm, reasonable time also has to be considered forreasonable time also has to be considered forreasonable time also has to be considered forreasonable time also has to be considered for the mail.the mail.
ƒƒ InterInter--Computer CommunicationsComputer Communications -- aside from theaside from the The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ InterInter--Computer CommunicationsComputer Communications -- aside from theaside from the obvious advantages to the ordering process, there areobvious advantages to the ordering process, there are many other uses for computer links with distributors.many other uses for computer links with distributors. New product releases, special discount offers,New product releases, special discount offers, shipment status and notification, and materialshipment status and notification, and material availability and pricing updates can be sent to anavailability and pricing updates can be sent to an electronic mailbox or some other communications link.electronic mailbox or some other communications link.electronic mailbox or some other communications link.electronic mailbox or some other communications link.
Ultimately technologies such as EDI (electronic dataUltimately technologies such as EDI (electronic data The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Ultimately technologies such as EDI (electronic dataUltimately technologies such as EDI (electronic data interchange) will make such services routine, but todayinterchange) will make such services routine, but today they need to be carefully considered, planned, andthey need to be carefully considered, planned, and budgeted.budgeted.
ƒƒ Drop ShipmentsDrop Shipments -- drop shipments aredrop shipments are frequently requested by customers. Under thefrequently requested by customers. Under the The Partnership AgreementThe Partnership Agreement Could IncludeCould Include frequently requested by customers. Under thefrequently requested by customers. Under the terms of the partnering agreement, it may beterms of the partnering agreement, it may be advantageous to spell out what will beadvantageous to spell out what will be considered routine and nonconsidered routine and non--chargeable andchargeable and what will be chargeable. Items such aswhat will be chargeable. Items such as labeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, and shipping methods need to be considered.shipping methods need to be considered.
ƒƒ Order CancellationsOrder Cancellations -- even if a policy exists, iteven if a policy exists, it should be reviewed with an eye to eliminatingshould be reviewed with an eye to eliminating The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be reviewed with an eye to eliminatingshould be reviewed with an eye to eliminating potential problems. Terms and conditions thatpotential problems. Terms and conditions that remain the same as current ones still benefitremain the same as current ones still benefit from review and restatement.from review and restatement.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Change OrdersChange Orders -- distinctions need to bedistinctions need to be made for changes that impact the materialmade for changes that impact the materialmade for changes that impact the materialmade for changes that impact the material component of an order, special materialscomponent of an order, special materials previously ordered, and changes that increasepreviously ordered, and changes that increase the costs of composition or other services.the costs of composition or other services. There is a cost associated with every changeThere is a cost associated with every change order, and how those costs will be billedorder, and how those costs will be billedorder, and how those costs will be billedorder, and how those costs will be billed should be clearly spelled out.should be clearly spelled out.
ƒƒ Requirements for CopyRequirements for Copy -- clean orders are one ofclean orders are one of the inherent benefits of selecting qualifiedthe inherent benefits of selecting qualified The Partnership AgreementThe Partnership Agreement Could IncludeCould Include the inherent benefits of selecting qualifiedthe inherent benefits of selecting qualified distributors with which to do business. Cleandistributors with which to do business. Clean orders and cameraorders and camera--ready copy are minimumready copy are minimum expectations of the partner. Should compositionexpectations of the partner. Should composition be required, what constitutes acceptable proofsbe required, what constitutes acceptable proofs and when jobs are entered for production duringand when jobs are entered for production duringand when jobs are entered for production duringand when jobs are entered for production during the proofing process all need to be spelled out.the proofing process all need to be spelled out.
ƒƒ If the capability exists for accepting computerIf the capability exists for accepting computer The Partnership AgreementThe Partnership Agreement Could IncludeCould Include disks or modem transmissions of designs anddisks or modem transmissions of designs and order specs, then procedures and levels oforder specs, then procedures and levels of responsibility need to be assigned and agreedresponsibility need to be assigned and agreed upon.upon.
ƒƒ Order AcknowledgmentsOrder Acknowledgments -- this has alwaysthis has always been a thorny issue between partners andbeen a thorny issue between partners and The Partnership AgreementThe Partnership Agreement Could IncludeCould Include been a thorny issue between partners andbeen a thorny issue between partners and distributors. Responsibility needs to bedistributors. Responsibility needs to be assigned for the proper handling of orderassigned for the proper handling of order acknowledgments. The agreement needs toacknowledgments. The agreement needs to be developed by both parties and, oncebe developed by both parties and, once established, adhered to.established, adhered to.established, adhered to.established, adhered to.
ƒƒ Rescheduled or Delayed ShipmentsRescheduled or Delayed Shipments -- proceduresprocedures must be established for notifying the customer ofmust be established for notifying the customer of The Partnership AgreementThe Partnership Agreement Could IncludeCould Include must be established for notifying the customer ofmust be established for notifying the customer of delayed or rescheduled ship dates. Ampledelayed or rescheduled ship dates. Ample notification needs to be given to protect thenotification needs to be given to protect the customer. Formal procedures that flag a job ascustomer. Formal procedures that flag a job as soon as it misses any of its projected completionsoon as it misses any of its projected completion dates will allow the distributor to advise thedates will allow the distributor to advise thedates will allow the distributor to advise thedates will allow the distributor to advise the customer of any potential problems and arrangecustomer of any potential problems and arrange alternative solutions.alternative solutions.
ƒƒ A procedure must be formalized to allow theA procedure must be formalized to allow the The Partnership AgreementThe Partnership Agreement Could IncludeCould Include A procedure must be formalized to allow theA procedure must be formalized to allow the customer to obtain order status promptly. Acustomer to obtain order status promptly. A weekly update is often not adequate,weekly update is often not adequate, especially as the job nears the completionespecially as the job nears the completion date. This is an area where electronicdate. This is an area where electronic communication can provide great benefits.communication can provide great benefits.
ƒƒ VolumeVolume -- distributors expect a certain volumedistributors expect a certain volume The Partnership AgreementThe Partnership Agreement Could IncludeCould Include of work from their partners. What constitutesof work from their partners. What constitutes that volume and any categorization of thethat volume and any categorization of the product line that might be contained within theproduct line that might be contained within the understanding should be spelled out. Agreedunderstanding should be spelled out. Agreed-- upon times for measuring promised volumeupon times for measuring promised volume should also be specified.should also be specified.should also be specified.should also be specified.
The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Inventory LevelsInventory Levels -- there may be product typesthere may be product types that require special materials upon which thethat require special materials upon which thethat require special materials upon which thethat require special materials upon which the customer relies but which the distributor doescustomer relies but which the distributor does not normally stock. In order to ensure timelynot normally stock. In order to ensure timely delivery and reasonable cost, the partner maydelivery and reasonable cost, the partner may agree to stock a certain volume of the material.agree to stock a certain volume of the material. Ownership of the material and when it will beOwnership of the material and when it will beOwnership of the material and when it will beOwnership of the material and when it will be paid for must be clarifiedpaid for must be clarified
ƒƒ These are but a few of the many items thatThese are but a few of the many items that The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ These are but a few of the many items thatThese are but a few of the many items that can be addressed in a partnering agreement.can be addressed in a partnering agreement. Although no one agreement will encompassAlthough no one agreement will encompass every possible item, it is far better to decideevery possible item, it is far better to decide ahead of time what is required than to face aahead of time what is required than to face a disappointment or misunderstandingdisappointment or misunderstanding
COMING TOGETHER IS A BEGINNING; KEEPING TOGETHER IS PROCESS; WORKING TOGETHER IS SUCCESS HENRY FORD
TO THE SUCCESSFUL FUTURE THANK YOU FOR THE OPPORTUNITYTHANK YOU FOR THE OPPORTUNITY COLIN THOMPSON colin@cavendish-mr.org.uk WWW.CAVENDISH-MR.ORG.UK
OTHER BUSINESS MODELS PUBLISHED • MANAGING FOR CUSTOMER CARE• MANAGING FOR CUSTOMER CARE • INTERPRETING ACCOUNTS AND MORE • VALUER - BUSINESS VALUATION SOFTWARE • BE PAID ON TIME `MasterClass` • MARGIN HUNTER • MANY MORE BUSINESS SOLUTIONS• • WWW.CAVENDISH-MR.ORG.UK
COPYRIGHT COLIN THOMPSON • THIS WORK IS PROTECTED BY COPYRIGHT. THE RIGHTS COVERED BY THIS ARE RESERVED, IN PARTICULAR THOSE OF TRANSLATING, REPRINTING, RADIO BROADCASTING, REPRODUCTION BY PHOTO- MECHANICAL OR SIMILAR MEANS AS WELL AS THE STORAGE AND EVALUATION IN DATA PROCESSING INSTALLATIONS EVEN IF ONLY EXTRACTS ARE USED. SHOULD INDIVIDUAL COPIES FOR COMMERCIAL PURPOSES BE MADE WITH WRITTEN CONSENT OF THE PUBLISHERS THEN A REMITTANCE SHALL BE GIVEN TO THE PUBLISHERS IN ACCORDANCE WITH SECTION 54,PARA.2 OF THEPUBLISHERS IN ACCORDANCE WITH SECTION 54,PARA.2 OF THE COPYRIGHT LAW. THE PUBLISHERS WILL PROVIDE INFORMATION ON THE AMOUNT OF THIS REMITTANCE.

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Building Client Partnerships and Strategic Alliances

  • 1. `Building Client Partnerships`Building Client Partnerships & Strategic Alliances` COLIN THOMPSON
  • 2. Building ClientBuilding Client Partnerships &Partnerships & Strategic AlliancesStrategic AlliancesStrategic AlliancesStrategic Alliances A Major Differentiation for DistributorsA Major Differentiation for Distributors in a Commodity Worldin a Commodity Worldin a Commodity Worldin a Commodity World
  • 3. HENRY DAVID THOREAU . THINGS DO NOT CHANGE: WE CHANGE.
  • 4. Answer 1 Questions Regularly:Answer 1 Questions Regularly:Answer 1 Questions Regularly:Answer 1 Questions Regularly: How Can We Better ServeHow Can We Better Serve Customers?Customers?
  • 5. WHATEVER THE MIND OF MAN/WOMAN CAN CONCEIVE AND BELIEVE IT CAN ACHIEVE. NAPOLEON HILL
  • 6. A Long Term,A Long Term,A Long Term,A Long Term, NonNon--SimplisticSimplistic ProcessProcessProcessProcess
  • 7. COMING TOGETHER IS A BEGINNING; KEEPING TOGETHER IS PROCESS; WORKING TOGETHER IS SUCCESS HENRY FORD
  • 8. Driven by the Regularly AskedDriven by the Regularly Asked Question...Question... How Can WeHow Can WeHow Can WeHow Can We Better ServeBetter Serve Customers?Customers?Customers?Customers?
  • 9. Who has aWho has a PartnershipPartnership or Strategicor Strategic AlliancesAlliances with a Prime Client?with a Prime Client?with a Prime Client?with a Prime Client?
  • 10. ƒƒ Customers seek every opportunity to increase profitsCustomers seek every opportunity to increase profits In a very competitive environmentIn a very competitive environment Driving ForcesDriving Forces ƒƒ In a very competitive environmentIn a very competitive environment ƒƒ Drive out unnecessary costsDrive out unnecessary costs ƒƒ Sales people must understand the customers economicsSales people must understand the customers economics ƒƒ Create and drive business results for themCreate and drive business results for them ƒƒ Not new, but global competition andNot new, but global competition and commodizationcommodization ofof markets makes this more a realitymarkets makes this more a realitymarkets makes this more a realitymarkets makes this more a reality
  • 11. HP and FordHP and Ford ƒƒ Objective: Consistent global printing and imagingObjective: Consistent global printing and imaging strategystrategystrategystrategy ƒƒ Save up to 30%Save up to 30% ƒƒ Manage costsManage costs ƒƒ Ford can focus on its businessFord can focus on its business ƒƒ HP focus of imaging and printingHP focus of imaging and printing ƒƒ Non piecemeal approachNon piecemeal approach ƒƒ IntegrationIntegration ƒƒ Total Print Management SolutionsTotal Print Management Solutions
  • 12. The Simple Start:The Simple Start: Ask Questions!Ask Questions! ƒƒ What are the customer's goals?What are the customer's goals? ƒƒ How do they make money?How do they make money?ƒƒ How do they make money?How do they make money? ƒƒ What can we do to help them expand theirWhat can we do to help them expand their business?business? ƒƒ Who are the customer's customers?Who are the customer's customers? ƒƒ How can we help add value added to the customer'sHow can we help add value added to the customer's customers?customers? How can we save the customer $?How can we save the customer $?ƒƒ How can we save the customer $?How can we save the customer $? ƒƒ How can we increase the customers' sales?How can we increase the customers' sales?
  • 13. The Simple Start:The Simple Start: Ask Questions!Ask Questions! ƒƒ How can we improve our services?How can we improve our services? ƒƒ What can we do better?What can we do better?ƒƒ What can we do better?What can we do better? ƒƒ How can we respond faster?How can we respond faster? ƒƒ How can we change invoicing to make it easier forHow can we change invoicing to make it easier for our customers?our customers? ƒƒ How can we be easier to deal with?How can we be easier to deal with? ƒƒ How can we be less expensive?How can we be less expensive? How can we drive out unnecessary costs?How can we drive out unnecessary costs?ƒƒ How can we drive out unnecessary costs?How can we drive out unnecessary costs? ƒƒ What have we learned?What have we learned?
  • 14. So What's New?So What's New?So What's New?So What's New? SuccessfulSuccessful Distributors HaveDistributors Have Always Done This!!!Always Done This!!!Always Done This!!!Always Done This!!!
  • 15. Why Partner?Why Partner? ƒƒ Companies have no timeCompanies have no time ƒƒ Require a broader range of servicesRequire a broader range of services ƒƒ Both in print and nonBoth in print and non--print (the distributor'sprint (the distributor's focus and UNIQUEnessfocus and UNIQUEness ƒƒ Multimedia inputs and outputsMultimedia inputs and outputs ƒƒ Reducing risks of bad quality and missed deliveriesReducing risks of bad quality and missed deliveriesƒƒ Reducing risks of bad quality and missed deliveriesReducing risks of bad quality and missed deliveries ƒƒ Companies must concentrate on their coreCompanies must concentrate on their core proficienciesproficiencies
  • 16. Our Agenda TodayOur Agenda Today ƒƒ What is a partnershipWhat is a partnership ƒƒ StepStep--byby--step processstep processƒƒ StepStep--byby--step processstep process ƒƒ Getting employees involvedGetting employees involved ƒƒ Selecting prime prospectsSelecting prime prospects ƒƒ Benefits to sellBenefits to sell ƒƒ Creating a written agreementCreating a written agreement ƒƒ Gives and getsGives and gets ƒƒ Problem resolution, training, etc.Problem resolution, training, etc. ƒƒ Goals for tomorrowGoals for tomorrow
  • 17. Our Topic TodayOur Topic Today I should provide an outline for a writtenI should provide an outline for a writtenƒƒ I should provide an outline for a writtenI should provide an outline for a written agreementagreement ƒƒ This would be boringThis would be boring ƒƒ Instead this is included with ideas on how toInstead this is included with ideas on how to sell the partnershipsell the partnership
  • 18. DigitalPrint ResourcesDigitalPrint Resources ƒƒ Planning and executing a printer's entry andPlanning and executing a printer's entry and success in the digital worldsuccess in the digital worldsuccess in the digital worldsuccess in the digital world ƒƒ From electronic prepress to multimediaFrom electronic prepress to multimedia outputoutput ƒƒ Digital printing, Internet, Home Pages, CDDigital printing, Internet, Home Pages, CD ƒƒ Partnering, purchasing, pricingPartnering, purchasing, pricing TrainingTrainingƒƒ TrainingTraining ƒƒ Onto the 21st CenturyOnto the 21st Century
  • 19. The World of Print TomorrowThe World of Print Tomorrow ƒƒ Digital transformationDigital transformation ƒƒ Stringer competition from partnershipStringer competition from partnership oriented printers (FedEx a printer?)oriented printers (FedEx a printer?) ƒƒ From customer satisfaction to client delightFrom customer satisfaction to client delight ƒƒ Vertical concentration and knowledgeVertical concentration and knowledge ƒƒ Print and multimedia integrationPrint and multimedia integrationƒƒ Print and multimedia integrationPrint and multimedia integration ƒƒ Human resource is changingHuman resource is changing ƒƒ The era of partnershipsThe era of partnerships
  • 20. What Do You Gain?What Do You Gain? ƒƒ Permanent relationship between partnersPermanent relationship between partners Reduced paperwork for bothReduced paperwork for bothƒƒ Reduced paperwork for bothReduced paperwork for both ƒƒ Greater profit potential for youGreater profit potential for you ƒƒ Significantly reduced sales costsSignificantly reduced sales costs ƒƒ Improved quality andImproved quality and communicationscommunications ƒƒ Improved working relationshipsImproved working relationshipsImproved working relationshipsImproved working relationships ƒƒ Team involvementTeam involvement ƒƒ Enhanced serviceEnhanced service
  • 21. What Do You Gain?What Do You Gain? ƒƒ Volume commitmentVolume commitment Cleaner order processingCleaner order processingƒƒ Cleaner order processingCleaner order processing ƒƒ Prompt paymentPrompt payment ƒƒ Market intelligence and feedbackMarket intelligence and feedback ƒƒ LoyaltyLoyalty ƒƒ Structured communicationsStructured communicationsStructured communicationsStructured communications ƒƒ Prompt notification of errorsPrompt notification of errors ƒƒ Growth commitmentGrowth commitment
  • 22. What Do You Gain?What Do You Gain? ƒƒ Guaranteed meeting of mutually set goalsGuaranteed meeting of mutually set goalsƒƒ Guaranteed meeting of mutually set goalsGuaranteed meeting of mutually set goals ƒƒ SSignificant time savingsignificant time savings ƒƒ Less mistakes and product not to specsLess mistakes and product not to specs ƒƒ Relationship versus biddingRelationship versus bidding
  • 23. Characteristic of a PartnershipCharacteristic of a Partnership ƒƒ Evolving process of mutual commitment & trustEvolving process of mutual commitment & trust ƒƒ Joint acceptance of written expectationsJoint acceptance of written expectationsƒƒ Joint acceptance of written expectationsJoint acceptance of written expectations ƒƒ Written guidelines vs. contractual agreementWritten guidelines vs. contractual agreement ƒƒ Company wide effortCompany wide effort ƒƒ Mutually interested in each others successMutually interested in each others success ƒƒ Ongoing relationship based on criteria being metOngoing relationship based on criteria being met ƒƒ Realistic profitsRealistic profits ƒƒ Cost effective for bothCost effective for both ƒƒ Time effective for allTime effective for all
  • 24. Attributes of a PartnershipsAttributes of a Partnerships ƒƒ Not a contract but an agreementNot a contract but an agreement ƒƒ Predefined standardsPredefined standardsƒƒ Predefined standardsPredefined standards ƒƒ Pricing agreementPricing agreement ƒƒ Joint trainingJoint training ƒƒ Technological consultancyTechnological consultancy ƒƒ TopTop--down & downdown & down--upup ƒƒ NonNon--purchasing orientedpurchasing oriented ƒƒ Top management involvementTop management involvement ƒƒ A system vs. a contractA system vs. a contract
  • 25. Who Seeks Partnerships?Who Seeks Partnerships? ƒƒ Japanese style companiesJapanese style companies German style companiesGerman style companiesƒƒ German style companiesGerman style companies ƒƒ Overseas companiesOverseas companies ƒƒ Large national companiesLarge national companies ƒƒ Companies with repetitive orders on a tightCompanies with repetitive orders on a tight scheduleschedule ƒƒ Quality driven companiesQuality driven companies ƒƒ Smaller companies with no purchasing agentSmaller companies with no purchasing agent
  • 26. Who are Your Future CustomerWho are Your Future Customer Partners?Partners?
  • 27.
  • 28.
  • 29. Advantages to PartnershipsAdvantages to Partnerships ƒƒ Better planning for economical productionBetter planning for economical productionƒƒ Better planning for economical productionBetter planning for economical production ƒƒ Volume commitmentVolume commitment ƒƒ Prompt paymentPrompt payment ƒƒ Accurate orders (via training)Accurate orders (via training) ƒƒ More accurate market informationMore accurate market information Prompt response to complaintsPrompt response to complaintsƒƒ Prompt response to complaintsPrompt response to complaints ƒƒ LoyaltyLoyalty
  • 30. Advantages to PartnershipsAdvantages to Partnerships ƒƒ Cleaner order processingCleaner order processing Familiarity with key contactsFamiliarity with key contactsƒƒ Familiarity with key contactsFamiliarity with key contacts ƒƒ Prompt response to quotesPrompt response to quotes ƒƒ Technical supportTechnical support ƒƒ Market intelligence and feedbackMarket intelligence and feedback ƒƒ Consistent qualityConsistent qualityƒƒ Consistent qualityConsistent quality ƒƒ On time deliveryOn time delivery ƒƒ Know costsKnow costs
  • 31. Advantages to PartnershipsAdvantages to Partnerships ƒƒ Structured communicationsStructured communications ƒƒ Enhance financial stabilityEnhance financial stability ƒƒ Better fit of jobsBetter fit of jobs ƒƒ Enhanced pricing from providersEnhanced pricing from providers
  • 32. Advantages to PartnershipsAdvantages to Partnerships ƒƒ Operating efficiencyOperating efficiencyƒƒ Operating efficiencyOperating efficiency ƒƒ Structured communicationsStructured communications ƒƒ Technology hotlineTechnology hotline ƒƒ Digital transformationDigital transformation ƒƒ Prompt response to problemsPrompt response to problems Technical supportTechnical supportƒƒ Technical supportTechnical support ƒƒ HonestyHonesty
  • 33. Benefits to Both PartnersBenefits to Both Partners ƒƒ A permanent relationshipA permanent relationship Reduced paperworkReduced paperworkƒƒ Reduced paperworkReduced paperwork ƒƒ Computer ordering, tracking, shipping,Computer ordering, tracking, shipping, billingbilling ƒƒ Know cost and profitsKnow cost and profits ƒƒ Reduced sales and service costsReduced sales and service costsReduced sales and service costsReduced sales and service costs ƒƒ Win/winWin/win ƒƒ Enhanced peopleEnhanced people--toto--people knowledgepeople knowledge
  • 34. Benefits to Both PartnersBenefits to Both Partners ƒƒ The Team vs. The VendorThe Team vs. The Vendorƒƒ The Team vs. The VendorThe Team vs. The Vendor ƒƒ Enhanced communicationsEnhanced communications ƒƒ Technological compatibilityTechnological compatibility ƒƒ Better schedulingBetter scheduling ƒƒ Priority status at no additional costPriority status at no additional cost Guaranteed businessGuaranteed businessƒƒ Guaranteed businessGuaranteed business ƒƒ Guaranteed resultsGuaranteed results
  • 35. Benefits to Both PartnersBenefits to Both Partners ƒƒ Preselected criteria and specificationsPreselected criteria and specificationsPreselected criteria and specificationsPreselected criteria and specifications ƒƒ Enhanced trainingEnhanced training ƒƒ We know them and they know usWe know them and they know us ƒƒ BondingBonding ƒƒ Enhanced customer serviceEnhanced customer service ƒƒ Better use of partner's people timeBetter use of partner's people timeƒƒ Better use of partner's people timeBetter use of partner's people time ƒƒ Equivalent service, good & bad timesEquivalent service, good & bad times
  • 36. Benefits to Both PartnersBenefits to Both Partners ƒƒ Financial integrityFinancial integrityƒƒ Financial integrityFinancial integrity ƒƒ Delivery guaranteedDelivery guaranteed ƒƒ Custom packagingCustom packaging ƒƒ Complimentary tests and creativeComplimentary tests and creative ƒƒ Hot line, dedicated faxHot line, dedicated fax InIn--house CSRhouse CSRƒƒ InIn--house CSRhouse CSR ƒƒ Reduced estimatingReduced estimating
  • 37. Building BlocksBuilding Blocks ƒƒ Common objectivesCommon objectives Listing of responsibilities and expectationsListing of responsibilities and expectationsƒƒ Listing of responsibilities and expectationsListing of responsibilities and expectations ƒƒ Regular review and enhancementsRegular review and enhancements ƒƒ Commitment of resources (people, time, $)Commitment of resources (people, time, $) ƒƒ Requirements definedRequirements defined ƒƒ Sharing of information (plans, progress andSharing of information (plans, progress andSharing of information (plans, progress andSharing of information (plans, progress and problems)problems) ƒƒ SShared risks & mutual support for QChared risks & mutual support for QC
  • 38. Building BlocksBuilding Blocks ƒƒ Open booksOpen booksƒƒ Open booksOpen books ƒƒ Profits and costs savings to botProfits and costs savings to bothh ƒƒ Technological exchangeTechnological exchange
  • 39. ƒƒ IntegrityIntegrity DesireDesire Key Words in a Strategic AllianceKey Words in a Strategic Alliance ƒƒ TeamworkTeamwork DesireDesire ƒƒ DesireDesire ƒƒ ResponsivenessResponsiveness ƒƒ MotivatedMotivated ƒƒ Results orientedResults oriented ƒƒ Professional;Professional; ƒƒ DesireDesire ƒƒ proactiveproactive ƒƒ CooperationCooperation ƒƒ AdaptabilityAdaptability ƒƒ DependabilityDependability Professional;Professional; ƒƒ EnthusiasticEnthusiastic ƒƒ Follow throughFollow through DependabilityDependability ƒƒ LoyaltyLoyalty
  • 40. Creating UnderstandingCreating Understanding ƒƒ Quarterly introduction meetingQuarterly introduction meetingƒƒ Quarterly introduction meetingQuarterly introduction meeting ƒƒ Semiannual Introduction to PrintSemiannual Introduction to Print semiannual seminarsemiannual seminar ƒƒ Annual planning and review retreatAnnual planning and review retreat ƒƒ Specially organized educational workshopSpecially organized educational workshop on specific issueson specific issueson specific issueson specific issues ƒƒ Partnership Information manualPartnership Information manual
  • 41. PricingPricing ƒƒ Open booksOpen booksƒƒ Open booksOpen books ƒƒ Estimates turnaround, formats,Estimates turnaround, formats, markupsmarkups ƒƒ Outside suppliers and services costOutside suppliers and services cost ƒƒ Author alterationsAuthor alterations ƒƒ Labor costsLabor costsƒƒ Labor costsLabor costs ƒƒ Billing formatBilling format
  • 42. Selling the PartnershipSelling the Partnership ƒƒ Must sell as a consultantMust sell as a consultant ƒƒ Sell up and down the executive ladderSell up and down the executive ladderƒƒ Sell up and down the executive ladderSell up and down the executive ladder ƒƒ Including the CEO and CFOIncluding the CEO and CFO ƒƒ Illustrate overall Impact bottom line profitsIllustrate overall Impact bottom line profits ƒƒ Make the company more competitiveMake the company more competitive ƒƒ Preserve capital for investmentPreserve capital for investment ƒƒ Convert investments into superior resultsConvert investments into superior results ƒƒ Improve the competence, knowledge andImprove the competence, knowledge and productivity of employeesproductivity of employees
  • 43. Selling the PartnershipSelling the Partnership Develop alliances with functional managersDevelop alliances with functional managersƒƒ Develop alliances with functional managersDevelop alliances with functional managers ƒƒ How to improve their operationsHow to improve their operations ƒƒ When to improve their operationsWhen to improve their operations ƒƒ Where to improve their operationWhere to improve their operation ƒƒ How can what you do affect their operationsHow can what you do affect their operationsHow can what you do affect their operationsHow can what you do affect their operations ƒƒ "I want to work with you""I want to work with you"
  • 44. Selling the PartnershipSelling the Partnership ƒƒ Alliances with purchasing managersAlliances with purchasing managersƒƒ Alliances with purchasing managersAlliances with purchasing managers ƒƒ Value considerations must replace priceValue considerations must replace price ƒƒ Develop profit improvement proposals inDevelop profit improvement proposals in collaborationcollaboration ƒƒ Develop and implementation exchangeDevelop and implementation exchange ƒƒ Access to higher managementAccess to higher managementƒƒ Access to higher managementAccess to higher management ƒƒ Access to informationAccess to information
  • 45. Customer "Gets"Customer "Gets" ƒƒ ConfidentialityConfidentiality ƒƒ Prompt response to problemsPrompt response to problems ƒƒ Employee trainingEmployee training ƒƒ Better proceduresBetter procedures ƒƒ Know pricingKnow pricingƒƒ Know pricingKnow pricing
  • 46. ƒƒ Self analysis via suppliers, customers, employees &Self analysis via suppliers, customers, employees & implementation of action planimplementation of action plan Stages to Building PartnersStages to Building Partners implementation of action planimplementation of action plan ƒƒ Implement action plans via customer service, employeeImplement action plans via customer service, employee training and measurementtraining and measurement ƒƒ Evaluate potential partners and selectEvaluate potential partners and select ƒƒ Establish mutual goals, agreement to gives & gets, mutualEstablish mutual goals, agreement to gives & gets, mutual performance standardsperformance standards Maintain partnership via self analysis, goal review, settingMaintain partnership via self analysis, goal review, settingƒƒ Maintain partnership via self analysis, goal review, settingMaintain partnership via self analysis, goal review, setting new goals and strategiesnew goals and strategies
  • 48. Evaluations & OrderEvaluations & Order FormsForms
  • 49. Additional InformationAdditional InformationAdditional InformationAdditional Information to Build Yourto Build Your PartnershipPartnership Knowledge andKnowledge and Written AgreementWritten Agreement Knowledge andKnowledge and Written AgreementWritten Agreement
  • 50. AdditionalAdditional ƒƒ Potential partner analysisPotential partner analysis Setting performance standards &Setting performance standards &ƒƒ Setting performance standards &Setting performance standards & measurementsmeasurements ƒƒ Selecting potential partnersSelecting potential partners ƒƒ Mutually agreed upon goals and objectivesMutually agreed upon goals and objectives ƒƒ Standards to be setStandards to be set ƒƒ TrainingTraining ƒƒ Yearly review processYearly review process
  • 51. Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis ƒƒ Begins with survey and auditsBegins with survey and audits Cover letter from the President explaining whyCover letter from the President explaining whyƒƒ Cover letter from the President explaining whyCover letter from the President explaining why ƒƒ Obtain client perceptionsObtain client perceptions ƒƒ Report back results to clients, employees & vendorsReport back results to clients, employees & vendors ƒƒ Begin with surveying employeesBegin with surveying employees ƒƒ Then vendorsThen vendorsThen vendorsThen vendors ƒƒ Repeat every two to three yearsRepeat every two to three years
  • 52. Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis ƒƒ Rate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of noRate scale 1 t0 10 (Absolutely important 10; of no importance 1)importance 1) Courtesy & helpfulness of customer serviceCourtesy & helpfulness of customer service Phone calls returned promptlyPhone calls returned promptly Reliable, technical knowledgeReliable, technical knowledge Relaying of critical information prior to problemRelaying of critical information prior to problem Timely estimatesTimely estimates Suggestions on how to improve qualitySuggestions on how to improve quality
  • 53. Stage 1Stage 1 -- Potential Partner AnalysisPotential Partner Analysis Rapid response to service needsRapid response to service needs FollowFollow--up on specs and instructionsup on specs and instructionsFollowFollow--up on specs and instructionsup on specs and instructions Suggestions to improve quality or valueSuggestions to improve quality or value Timely proofs, correct, easy to understandTimely proofs, correct, easy to understand OnOn--time deliverytime delivery Responsiveness to rush requestsResponsiveness to rush requests Flexibility to meet unusual requestsFlexibility to meet unusual requestsFlexibility to meet unusual requestsFlexibility to meet unusual requests ƒƒ What else?What else?
  • 54. Stage 2Stage 2 -- Implement ChangeImplement Change ƒƒ Set performance standards & measurementsSet performance standards & measurementsSet performance standards & measurementsSet performance standards & measurements Prompt & accurate invoicesPrompt & accurate invoices Accurate packing listsAccurate packing lists Carton markingCarton marking PackagingPackaging Manufacturing standardsManufacturing standards What else?What else?
  • 55. Stage 2Stage 2 -- Implement ChangeImplement Change ƒƒ Create special product & service satisfiesCreate special product & service satisfiesCreate special product & service satisfiesCreate special product & service satisfies Electronic orderingElectronic ordering Dedicated fax or personsDedicated fax or persons 800 number800 number ee--Mail and CRMMail and CRM Warehousing or JITWarehousing or JIT
  • 56. Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners Review entire list of clients & prospectsReview entire list of clients & prospectsƒƒ Review entire list of clients & prospectsReview entire list of clients & prospects ƒƒ Review business news for partnership cos.Review business news for partnership cos. ƒƒ Initiate top level discussionsInitiate top level discussions ƒƒ Partnering surveyPartnering survey ƒƒ Industry awarenessIndustry awareness
  • 57. Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners ƒƒ Gives & getsGives & gets ƒƒ Preliminary pricingPreliminary pricing ƒƒ Open booksOpen books ƒƒ Review proceduresReview procedures
  • 58. Stage 3Stage 3 -- Select Potential PartnersSelect Potential Partners ƒƒ SelectSelectƒƒ SelectSelect ƒƒ Determine what they wantDetermine what they want ƒƒ Visit your plantVisit your plant ƒƒ Visit their facilitiesVisit their facilities ƒƒ Top level executive involvementTop level executive involvement Key people meetKey people meetƒƒ Key people meetKey people meet ƒƒ Develop benefit statementsDevelop benefit statements
  • 59. Select Potential PartnersSelect Potential Partners ƒƒ Divorce proceduresDivorce proceduresƒƒ Divorce proceduresDivorce procedures ƒƒ Attributes and standardsAttributes and standards ƒƒ Automatic renewalAutomatic renewal ƒƒ Written agreementWritten agreement ƒƒ SigningSigning Copy distributionCopy distributionƒƒ Copy distributionCopy distribution ƒƒ Training programsTraining programs
  • 60. Select Potential PartnersSelect Potential Partners ƒƒ Communications systemsCommunications systemsƒƒ Communications systemsCommunications systems ƒƒ Regular monitoringRegular monitoring ƒƒ Regular meetings & performanceRegular meetings & performance
  • 61. Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Mutually agreed upon goals and objectivesMutually agreed upon goals and objectivesMutually agreed upon goals and objectivesMutually agreed upon goals and objectives ƒƒ WrittenWritten ƒƒ Formal review every 3Formal review every 3--6 months6 months ƒƒ Technology team to discuss results andTechnology team to discuss results and advancements plannedadvancements planned ƒƒ Shared cost of experimental workShared cost of experimental workƒƒ Shared cost of experimental workShared cost of experimental work ƒƒ Assignments of specific employeesAssignments of specific employees
  • 62. Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Joint trainingJoint training ƒƒ Communication systemsCommunication systems ƒƒ Agreement on warehousing, JIT, shippingAgreement on warehousing, JIT, shipping ƒƒ Sharing of office spaceSharing of office space ƒƒ Computer links, dedicated faxComputer links, dedicated fax ƒƒ Dedicated CSR and/or estimatorDedicated CSR and/or estimator Volumes expected, $, products , whenVolumes expected, $, products , whenƒƒ Volumes expected, $, products , whenVolumes expected, $, products , when ƒƒ Clean ordersClean orders
  • 63. Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Structured pricing inc. AAsStructured pricing inc. AAs Delivery & scheduling enhancementsDelivery & scheduling enhancementsƒƒ Delivery & scheduling enhancementsDelivery & scheduling enhancements ƒƒ Overs and undersOvers and unders ƒƒ Improvements in communicationsImprovements in communications ƒƒ Shipping notification, billing, etc.Shipping notification, billing, etc. ƒƒ Confidentiality, financial info sharingConfidentiality, financial info sharingConfidentiality, financial info sharingConfidentiality, financial info sharing ƒƒ Setting of standardsSetting of standards
  • 64. Standards to be SetStandards to be Set ƒƒ Standards could include:Standards could include: Quantities per cartonQuantities per cartonQuantities per cartonQuantities per carton Specs ink colorSpecs ink color Stock paper and specsStock paper and specs Obtaining nonObtaining non--stock paperstock paper Normal delivery time on typical orderNormal delivery time on typical order Overs and undersOvers and undersOvers and undersOvers and unders Price increasesPrice increases
  • 65. Standards to be SetStandards to be Set ƒƒ Standards could include:Standards could include: Loss or damagesLoss or damagesLoss or damagesLoss or damages Creative assistanceCreative assistance Payment termsPayment terms Cancellation situationsCancellation situations
  • 66. Stage 4Stage 4 -- Select Gives & GetsSelect Gives & Gets ƒƒ Change situationsChange situations Order acknowledgmentOrder acknowledgmentƒƒ Order acknowledgmentOrder acknowledgment ƒƒ Rescheduling on delaysRescheduling on delays ƒƒ Inventory levelsInventory levels ƒƒ Communications standardsCommunications standards ƒƒ TrainingTrainingƒƒ TrainingTraining ƒƒ Joint effortsJoint efforts
  • 67. ƒƒ Dot gainDot gain ƒƒ Densitometer readingDensitometer reading ƒƒ Proof typeProof type ƒƒ SquarenessSquareness Quality GoalsQuality Goals ƒƒ Densitometer readingDensitometer reading ƒƒ Color barsColor bars ƒƒ GATF targetsGATF targets ƒƒ GhostingGhosting ƒƒ MoiréMoiré ƒƒ HickeysHickeys ƒƒ SquarenessSquareness ƒƒ Page countPage count ƒƒ BindingBinding ƒƒ Packing & markingPacking & marking ƒƒ OversOvers && undersunders ƒƒ Review processReview process ƒƒ Paper & ink specsPaper & ink specs ƒƒ UpgradesUpgrades ƒƒ Bad materialsBad materials
  • 68. Pricing GoalsPricing Goals ƒƒ Job costingJob costing ƒƒ MarkupMarkup ƒƒ DiscountsDiscounts ƒƒ Interest on late payInterest on late payƒƒ MarkupMarkup ƒƒ AAsAAs ƒƒ Paper costsPaper costs ƒƒ Increased costsIncreased costs ƒƒ Estimate formatEstimate format ƒƒ Billing proceduresBilling procedures ƒƒ Interest on late payInterest on late pay ƒƒ Distribution of estimatesDistribution of estimates and invoicesand invoices ƒƒ Quarterly reviewQuarterly review ƒƒ WarehousingWarehousing ƒƒ FulfillmentFulfillmentBilling proceduresBilling procedures ƒƒ Automation &Automation & computerizationcomputerization ƒƒ FulfillmentFulfillment ƒƒ Prepaid postagePrepaid postage
  • 69. ƒƒ Print terminologyPrint terminology Training GoalsTraining Goals Print terminologyPrint terminology ƒƒ Print processPrint process ƒƒ Job flowJob flow ƒƒ Estimating & costingEstimating & costing ƒƒ People familiarityPeople familiarity ƒƒ Technology updatesTechnology updatesƒƒ Technology updatesTechnology updates ƒƒ DesktopDesktop
  • 70. Training GoalsTraining Goals ƒƒ DigitalDigital ƒƒ CreativeCreative ƒƒ The Strategic Alliance systemThe Strategic Alliance system
  • 71. Training ProgramsTraining Programs ƒƒ Order entryOrder entry ƒƒ DesignDesignƒƒ DesignDesign ƒƒ CreativeCreative ƒƒ DesktopDesktop ƒƒ SchedulingScheduling ƒƒ Computer entryComputer entry ƒƒ DigitalDigital ƒƒ ShippingShipping ƒƒ TerminologyTerminology
  • 72. Yearly Review ProcessYearly Review Process ƒƒ WhoWho Items coveredItems coveredƒƒ Items coveredItems covered ƒƒ New print product additionsNew print product additions ƒƒ Old products eliminatedOld products eliminated ƒƒ Change in standards and specificationChange in standards and specification ƒƒ Expected volumes and specsExpected volumes and specsExpected volumes and specsExpected volumes and specs ƒƒ PositioningPositioning ƒƒ Adherence to goals and standardsAdherence to goals and standards
  • 73. Communications GoalsCommunications Goals ƒƒ Prime contactsPrime contacts Estimating, planning, customer service, sales,Estimating, planning, customer service, sales,ƒƒ Estimating, planning, customer service, sales,Estimating, planning, customer service, sales, executives, shipping, proofs, changes,executives, shipping, proofs, changes, problemsproblems ƒƒ Secondary contactsSecondary contacts ƒƒ Design, DTP, type, copy, proof, creativeDesign, DTP, type, copy, proof, creative Turnaround on estimatesTurnaround on estimatesƒƒ Turnaround on estimatesTurnaround on estimates ƒƒ Order writeOrder write--upup
  • 74. Communications GoalsCommunications Goals ƒƒ Specifications confirmationSpecifications confirmation Turn on schedulingTurn on schedulingƒƒ Turn on schedulingTurn on scheduling ƒƒ Progress updateProgress update ƒƒ Normal turnaroundNormal turnaround ƒƒ Rush, overtime, weekends, holidaysRush, overtime, weekends, holidays ƒƒ DelaysDelaysƒƒ DelaysDelays ƒƒ Priority shipmentsPriority shipments ƒƒ PartialsPartials
  • 75. Communications GoalsCommunications Goals ƒƒ CSR, sales and executives roleCSR, sales and executives roleCSR, sales and executives roleCSR, sales and executives role ƒƒ Quarterly & yearly reviewsQuarterly & yearly reviews ƒƒ Delivery time specsDelivery time specs ƒƒ Call frequency (CSR & sales)Call frequency (CSR & sales) ƒƒ In plant officeIn plant office ƒƒ Priority communications systemsPriority communications systemsƒƒ Priority communications systemsPriority communications systems ƒƒ Hotel visitsHotel visits
  • 76. Stage 5: Quarterly & Yearly ReviewStage 5: Quarterly & Yearly Review ƒƒ WhoWhoƒƒ WhoWho ƒƒ WhenWhen ƒƒ WhereWhere ƒƒ TopicsTopics ƒƒ StatisticsStatistics Short fallShort fallƒƒ Short fallShort fall
  • 77. Stage 5: Quarterly & Yearly ReviewStage 5: Quarterly & Yearly Review ƒƒ Changes initiatedChanges initiatedƒƒ Changes initiatedChanges initiated ƒƒ New standardsNew standards ƒƒ Technological trainingTechnological training ƒƒ New needsNew needs
  • 78. ƒƒ Written promise to adhere to the terms of theWritten promise to adhere to the terms of the agreementagreement Promises to Adhere To!Promises to Adhere To! agreementagreement ƒƒ Agreement to conduct a formal review of the successAgreement to conduct a formal review of the success and failures of the agreementand failures of the agreement ƒƒ The importance of customer /user satisfaction inThe importance of customer /user satisfaction in defining all potential strategies for a successfuldefining all potential strategies for a successful partnershippartnership Working together to establish mutual sales goals andWorking together to establish mutual sales goals andƒƒ Working together to establish mutual sales goals andWorking together to establish mutual sales goals and marketing plansmarketing plans
  • 79. ƒƒ Mutual opportunities for investing in productMutual opportunities for investing in product The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include resign or designresign or design ƒƒ Management: unique skills within theManagement: unique skills within the management can be sharedmanagement can be shared ƒƒ Facilities such as warehouse planningFacilities such as warehouse planning ƒƒ Manpower: share training capabilitiesManpower: share training capabilitiesManpower: share training capabilitiesManpower: share training capabilities ƒƒ Support in good and bad timesSupport in good and bad times ƒƒ Efficient communicationsEfficient communications
  • 80. The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Price has often erroneously been equated withPrice has often erroneously been equated with partnering, even though price concessions arepartnering, even though price concessions arepartnering, even though price concessions arepartnering, even though price concessions are not the purpose of a partnering relationship. Tonot the purpose of a partnering relationship. To put the issue up front and get it over with, forput the issue up front and get it over with, for those agreements that address price as anthose agreements that address price as an issue, the following terms may be consideredissue, the following terms may be considered for possible inclusion.for possible inclusion.for possible inclusion.for possible inclusion.
  • 81. The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ 1.1. A condition covering distributor profit/loss ifA condition covering distributor profit/loss if the partner fails to fill contracted capacitythe partner fails to fill contracted capacitythe partner fails to fill contracted capacitythe partner fails to fill contracted capacity would probably become an issue only if thewould probably become an issue only if the agreement was for a product line that hadagreement was for a product line that had orders in excess of capacity, and if otherorders in excess of capacity, and if other orders were turned away due to theorders were turned away due to the commitments made to produce the partner'scommitments made to produce the partner'scommitments made to produce the partner'scommitments made to produce the partner's products.products.
  • 82. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 2.2. On stock items, depending upon volume, some agreedOn stock items, depending upon volume, some agreed to pricing structure to make doing business easier and moreto pricing structure to make doing business easier and moreto pricing structure to make doing business easier and moreto pricing structure to make doing business easier and more consistent for both parties. It may be advantageous toconsistent for both parties. It may be advantageous to include cost up and cost down indexing parameters toinclude cost up and cost down indexing parameters to protect both parties in the event of unusual price increases orprotect both parties in the event of unusual price increases or decreases. These pricing structures are typically based ondecreases. These pricing structures are typically based on the partner's volume projections after a careful analysis of histhe partner's volume projections after a careful analysis of his marketing plans and current business conditions has beenmarketing plans and current business conditions has beenmarketing plans and current business conditions has beenmarketing plans and current business conditions has been made.made.
  • 83. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 3.3. Special terms of payment may beSpecial terms of payment may be negotiated with higher prompt pay and othernegotiated with higher prompt pay and othernegotiated with higher prompt pay and othernegotiated with higher prompt pay and other discounts offered for certain volume, productdiscounts offered for certain volume, product mixes, or turnaround on invoices.mixes, or turnaround on invoices. ƒƒ 4. Quality standards and specifications4. Quality standards and specifications ƒƒ 5. Quality charge5. Quality charge--back provisions are usuallyback provisions are usually incorporated into partnering agreements.incorporated into partnering agreements.incorporated into partnering agreements.incorporated into partnering agreements. Some examples of items included are:Some examples of items included are:
  • 84. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A.A. A chargeA charge--back that may be some percentback that may be some percent of the purchase price to compensate for theof the purchase price to compensate for theof the purchase price to compensate for theof the purchase price to compensate for the inspection and handling required to take careinspection and handling required to take care of a defective product.of a defective product. ƒƒ B.B. Procedures for handling reprints that coverProcedures for handling reprints that cover immediate response to customer need as wellimmediate response to customer need as well as a way to assign the costs of a rerun oras a way to assign the costs of a rerun oras a way to assign the costs of a rerun oras a way to assign the costs of a rerun or repair.repair.
  • 85. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ C. Procedures for handling the costs ofC. Procedures for handling the costs of financing accounts receivable while thefinancing accounts receivable while thefinancing accounts receivable while thefinancing accounts receivable while the nonconforming product is being repaired ornonconforming product is being repaired or rerun and the end user is holding up paymentrerun and the end user is holding up payment until the issue is resolved.until the issue is resolved. ƒƒ D.D. Procedures for handling anyProcedures for handling any unrecoverable costs associated with rectifyingunrecoverable costs associated with rectifyingunrecoverable costs associated with rectifyingunrecoverable costs associated with rectifying a quality problem, such as travel to a customera quality problem, such as travel to a customer facility or shipment costs.facility or shipment costs.
  • 86. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ E.E. Procedures for addressing costs incurredProcedures for addressing costs incurred by the distributor for cleaning up a poorlyby the distributor for cleaning up a poorlyby the distributor for cleaning up a poorlyby the distributor for cleaning up a poorly specified order.specified order. ƒƒ F.F. Guidelines for mistakes made in orderingGuidelines for mistakes made in ordering raw materials for a job when the error restsraw materials for a job when the error rests with the customer. Such items as millwith the customer. Such items as mill restocking charges and materials made torestocking charges and materials made torestocking charges and materials made torestocking charges and materials made to special order might be considered.special order might be considered.
  • 87. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ G.G. Procedures to follow when theProcedures to follow when theG.G. Procedures to follow when theProcedures to follow when the specifications on a quote do not match thespecifications on a quote do not match the order. These may address different areas oforder. These may address different areas of responsibility and costs associated with suchresponsibility and costs associated with such errors.errors. ƒƒ H.H. Requirements for notification of materialRequirements for notification of material substitutions or other changes to the originalsubstitutions or other changes to the originalsubstitutions or other changes to the originalsubstitutions or other changes to the original specifications of a job.specifications of a job.
  • 88. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes6. Delivery promises, delays, mistakes ƒƒ A.A. Detailed procedures for late deliveries canDetailed procedures for late deliveries can cover such issues as expedited shipments atcover such issues as expedited shipments at the manufacturer's expense when the deliverythe manufacturer's expense when the delivery was not in compliance with the delivery goalswas not in compliance with the delivery goals of the agreement.of the agreement.
  • 89. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ B. Stipulations may be made for exact shipmentB. Stipulations may be made for exact shipment quantities or reduced over/quantities or reduced over/undersunders from industryfrom industryquantities or reduced over/quantities or reduced over/undersunders from industryfrom industry standards. When these terms have been agreedstandards. When these terms have been agreed upon, there is usually some provision for shortupon, there is usually some provision for short--shipsships and overand over--ships to compensate for excess inventoryships to compensate for excess inventory or costs incurred with early restockingor costs incurred with early restocking..
  • 90. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 7. Communications7. Communications A. It is wise to spell out just what each partyA. It is wise to spell out just what each partyƒƒ A. It is wise to spell out just what each partyA. It is wise to spell out just what each party expects from the other in this most critical of allexpects from the other in this most critical of all considerations, business communications.considerations, business communications. Some items to be considered are:Some items to be considered are: ƒƒ B.B. How orders are to be entered, how artworkHow orders are to be entered, how artwork will be received, turnaround time forwill be received, turnaround time forwill be received, turnaround time forwill be received, turnaround time for acknowledgments, proofs, etc.acknowledgments, proofs, etc.
  • 91. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ C.C. If special account representatives will beIf special account representatives will be assigned, their duties and responsibilities shouldassigned, their duties and responsibilities shouldassigned, their duties and responsibilities shouldassigned, their duties and responsibilities should be spelled out. Some items to be considered arebe spelled out. Some items to be considered are turnaround time on phone messages, quoteturnaround time on phone messages, quote requests, and shipment status requests. Somerequests, and shipment status requests. Some other considerations may include:other considerations may include: ƒƒ D. What happens when the specialD. What happens when the specialƒƒ D. What happens when the specialD. What happens when the special representative is unavailable, on vacation, orrepresentative is unavailable, on vacation, or absent.absent.
  • 92. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include E. The training responsibilities one partnerE. The training responsibilities one partnerƒƒ E. The training responsibilities one partnerE. The training responsibilities one partner has to the other partner's customer supporthas to the other partner's customer support representatives, such as inrepresentatives, such as in--house tours andhouse tours and product training sessions.product training sessions. ƒƒ F.F. A defined chain of command andA defined chain of command and understood procedures that can be followed byunderstood procedures that can be followed byunderstood procedures that can be followed byunderstood procedures that can be followed by the representative when problems arise.the representative when problems arise.
  • 93. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ G. A defined procedure for keeping theG. A defined procedure for keeping the representative aware of changes in the partner'srepresentative aware of changes in the partner'srepresentative aware of changes in the partner'srepresentative aware of changes in the partner's business environment: new personnel, etc., newbusiness environment: new personnel, etc., new product emphasis, new pricing, and any newproduct emphasis, new pricing, and any new procedures that have been agreed to by partners.procedures that have been agreed to by partners. ƒƒ H.H. The expected quality of communicationsThe expected quality of communications between the two parties should be detailed andbetween the two parties should be detailed andbetween the two parties should be detailed andbetween the two parties should be detailed and should include provisions for dealing with shortfallsshould include provisions for dealing with shortfalls in performance. Some items to consider include:in performance. Some items to consider include:
  • 94. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ I. Quality and clarity of all specificationsI. Quality and clarity of all specificationsƒƒ I. Quality and clarity of all specificationsI. Quality and clarity of all specifications given a manufacturer.given a manufacturer. ƒƒ J.J. Timing and clarity of all acknowledgmentsTiming and clarity of all acknowledgments issued by the manufacturer or the distributor.issued by the manufacturer or the distributor. This may include a statement indicating theThis may include a statement indicating the responsibility of the parties for checking allresponsibility of the parties for checking allresponsibility of the parties for checking allresponsibility of the parties for checking all acknowledgments, and procedures to followacknowledgments, and procedures to follow when errors or omissions are discovered.when errors or omissions are discovered.
  • 95. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ K.K. Detail on any requirements for the specialDetail on any requirements for the special handling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proofhandling or ordering of proofs, including the type of proof that should be considered standard, turnaround time,that should be considered standard, turnaround time, order hold status during the proofing process, andorder hold status during the proofing process, and responsibility for errors not detected during the proofingresponsibility for errors not detected during the proofing process.process. ƒƒ L.L. Special services such as dedicated phone lines,Special services such as dedicated phone lines, dedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems anddedicated faxes, or special order entry systems and procedures designed to enhance the effectiveness ofprocedures designed to enhance the effectiveness of communicationscommunications..
  • 96. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 8.8. Procedures for a formal review process.Procedures for a formal review process.ƒƒ 8.8. Procedures for a formal review process.Procedures for a formal review process. Such a process should detail how often theSuch a process should detail how often the partners will meet, what topics will bepartners will meet, what topics will be discussed, and when the regularly scheduleddiscussed, and when the regularly scheduled partnering performance reviews will occur.partnering performance reviews will occur.
  • 97. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 9.9. Procedures for goalProcedures for goal--setting meetings tosetting meetings toƒƒ 9.9. Procedures for goalProcedures for goal--setting meetings tosetting meetings to include the renewal of the agreement and toinclude the renewal of the agreement and to generate ideas for enhancement to thegenerate ideas for enhancement to the partnership. These considerations maypartnership. These considerations may logically follow a review process, or they maylogically follow a review process, or they may intentionally be scheduled at a different time.intentionally be scheduled at a different time. ƒƒ 10. Shipping, Labeling and Packaging10. Shipping, Labeling and Packaging
  • 98. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A.A. How goods are shipped and quality of the shippingHow goods are shipped and quality of the shipping services may be an issue with the parties involved. Someservices may be an issue with the parties involved. Someservices may be an issue with the parties involved. Someservices may be an issue with the parties involved. Some areas that may require documentation with the agreementareas that may require documentation with the agreement could include:could include: ƒƒ B.B. AgreedAgreed--upon transportation companies and levels ofupon transportation companies and levels of transportation service (i.e., when expedited shipments willtransportation service (i.e., when expedited shipments will be used and the cost allocations for those services).be used and the cost allocations for those services). ƒƒ C.C. Treatment of charges for freight, who bills whom, andTreatment of charges for freight, who bills whom, andƒƒ C.C. Treatment of charges for freight, who bills whom, andTreatment of charges for freight, who bills whom, and at what point in the order cycle.at what point in the order cycle.
  • 99. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ D.D. Charging structure, if any, and procedures for multipleCharging structure, if any, and procedures for multiple ship locations on orders as well as requirements forship locations on orders as well as requirements forship locations on orders as well as requirements forship locations on orders as well as requirements for special labeling, packaging, skids, bar coding, etc.special labeling, packaging, skids, bar coding, etc. ƒƒ E.E. Responsibilities for tracing lost shipments.Responsibilities for tracing lost shipments. ƒƒ F.F. Procedures for informing the distributor, and theProcedures for informing the distributor, and the distributor in turn notifying the customer, of deviations indistributor in turn notifying the customer, of deviations in the expected ship date or the condition of the shipment,the expected ship date or the condition of the shipment, including the size of cartons, labeling and internalincluding the size of cartons, labeling and internalincluding the size of cartons, labeling and internalincluding the size of cartons, labeling and internal packaging.packaging.
  • 100. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 11.11. Procedures for notification of nonconformanceProcedures for notification of nonconformance to any of the conditions included in the agreement.to any of the conditions included in the agreement.to any of the conditions included in the agreement.to any of the conditions included in the agreement. ƒƒ 12. Sharing of market intelligence. The benefits12. Sharing of market intelligence. The benefits that can accrue to the customer and distributor fromthat can accrue to the customer and distributor from sharing market information cannot be stressedsharing market information cannot be stressed enough. If handled properly, this may perhaps beenough. If handled properly, this may perhaps be the most important benefit of any partneringthe most important benefit of any partneringthe most important benefit of any partneringthe most important benefit of any partnering agreement. Some items to be considered include:agreement. Some items to be considered include:
  • 101. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A. The means for conveying to partners newsA. The means for conveying to partners news on market and product conditions ason market and product conditions ason market and product conditions ason market and product conditions as determined by the distributorship's sales force.determined by the distributorship's sales force. Meetings can be conducted for this purpose onMeetings can be conducted for this purpose on a regular basis.a regular basis.
  • 102. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ B.B. A means for conveying to a distributor any leadsA means for conveying to a distributor any leads that a customer has developed, and the responsibilitythat a customer has developed, and the responsibilitythat a customer has developed, and the responsibilitythat a customer has developed, and the responsibility of the distributor for following up on such leads.of the distributor for following up on such leads. ƒƒ C.C. Details on who within each organization isDetails on who within each organization is responsible for conveying and acting upon suchresponsible for conveying and acting upon such information.information. ƒƒ D.D. Issues that relate to the confidentiality of theIssues that relate to the confidentiality of the items discussed between the partners.items discussed between the partners.items discussed between the partners.items discussed between the partners.
  • 103. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ 13.13. Parameters for sharing financialParameters for sharing financial information to ensure that each company hasinformation to ensure that each company hasinformation to ensure that each company hasinformation to ensure that each company has the ability to handle added volume, a newthe ability to handle added volume, a new account, or product development.account, or product development. ƒƒ 14.14.Ground rules for joint ventures in productGround rules for joint ventures in product development or account/market penetration.development or account/market penetration. 15. Employee training.15. Employee training.ƒƒ 15. Employee training.15. Employee training.
  • 104. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ A greatly desired benefit for both parties isA greatly desired benefit for both parties is employee training. Both parties to a partneringemployee training. Both parties to a partneringemployee training. Both parties to a partneringemployee training. Both parties to a partnering agreement can offer experiences that willagreement can offer experiences that will benefit the overall effectiveness of each other'sbenefit the overall effectiveness of each other's employees. A provision to be considered in anemployees. A provision to be considered in an agreement is the responsibility of each party toagreement is the responsibility of each party to assist in the training of the partner'sassist in the training of the partner'sassist in the training of the partner'sassist in the training of the partner's employees.employees.
  • 105. ƒƒ A visit to the plant or distributor's office is aA visit to the plant or distributor's office is a common approach to basic employee training. Itcommon approach to basic employee training. It The Partnership AgreementThe Partnership Agreement Could IncludeCould Include common approach to basic employee training. Itcommon approach to basic employee training. It is also one way to improve communicationsis also one way to improve communications between the companies. Some distributors andbetween the companies. Some distributors and partners have formal inpartners have formal in--house programs to whichhouse programs to which the other's employees may be invited. Still othersthe other's employees may be invited. Still others may consider sharing the costs of sendingmay consider sharing the costs of sendingmay consider sharing the costs of sendingmay consider sharing the costs of sending personnel to appropriate educational programs.personnel to appropriate educational programs.
  • 106. ƒƒ Training should develop a specific guide forTraining should develop a specific guide for developing a training path for both distributordeveloping a training path for both distributor The Partnership AgreementThe Partnership Agreement Could IncludeCould Include developing a training path for both distributordeveloping a training path for both distributor sales and customer support personnel.sales and customer support personnel. Aspects of this training path can beAspects of this training path can be incorporated into the partnering agreement,incorporated into the partnering agreement, and expectations for each party's complianceand expectations for each party's compliance with formal employee training can be made awith formal employee training can be made awith formal employee training can be made awith formal employee training can be made a part of such an agreement.part of such an agreement.
  • 107. ƒƒ The real success of a partnering agreementThe real success of a partnering agreement rests on how well and with what level ofrests on how well and with what level of The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include rests on how well and with what level ofrests on how well and with what level of enthusiasm the companies' employeesenthusiasm the companies' employees understand and carry out the agreedunderstand and carry out the agreed--uponupon procedures. The more the employees knowprocedures. The more the employees know about the agreement, the reasons behind it,about the agreement, the reasons behind it, and the progress each company is making inand the progress each company is making inand the progress each company is making inand the progress each company is making in meeting the goals of the agreement, themeeting the goals of the agreement, the stronger the relationship will be.stronger the relationship will be.
  • 108. ƒƒ When people are informed, they can offerWhen people are informed, they can offer ideas on how to make improvements. Aideas on how to make improvements. A The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ideas on how to make improvements. Aideas on how to make improvements. A company's employees are its greatest enginecompany's employees are its greatest engine to produce positive change, and information isto produce positive change, and information is the fuel that fires up the engine.the fuel that fires up the engine.
  • 109. ƒƒ Another critical aspect to the success of aAnother critical aspect to the success of a The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Another critical aspect to the success of aAnother critical aspect to the success of a partnering agreement is the personality of thepartnering agreement is the personality of the companies involved. The corporate personalitycompanies involved. The corporate personality will dictate how well the partnership will work.will dictate how well the partnership will work.
  • 110. ƒƒ Especially for termination, the procedures to beEspecially for termination, the procedures to be followed have to be carefully considered before hand.followed have to be carefully considered before hand. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include followed have to be carefully considered before hand.followed have to be carefully considered before hand. It is only reasonable to expect that certain businessIt is only reasonable to expect that certain business relationships will fail to meet the expectations of therelationships will fail to meet the expectations of the participantsparticipants -- or even fail altogether. This may beor even fail altogether. This may be especially true of partnering agreements that areespecially true of partnering agreements that are formed hastily and without the necessary selfformed hastily and without the necessary self--formed hastily and without the necessary selfformed hastily and without the necessary self-- evaluation and mutual evaluation required.evaluation and mutual evaluation required.
  • 111. ƒƒ None of these benefits should be automaticallyNone of these benefits should be automatically assumed to be included in an agreement. Ifassumed to be included in an agreement. If The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include assumed to be included in an agreement. Ifassumed to be included in an agreement. If partners decide that certain benefits will be anpartners decide that certain benefits will be an integral part of their agreement, then theseintegral part of their agreement, then these particular benefits need to be detailed inparticular benefits need to be detailed in writing. This will give each party a clearwriting. This will give each party a clear understanding of the other's intent and canunderstanding of the other's intent and canunderstanding of the other's intent and canunderstanding of the other's intent and can save a lot of time clearing upsave a lot of time clearing up misunderstandings later.misunderstandings later.
  • 112. ƒƒ Changes and Termination . There are manyChanges and Termination . There are many reasons to change or even terminate areasons to change or even terminate a The Partnership AgreementThe Partnership Agreement Could IncludeCould Include reasons to change or even terminate areasons to change or even terminate a partnering agreement. To avoid bad feelings orpartnering agreement. To avoid bad feelings or straining the relationship, and to provide for astraining the relationship, and to provide for a smooth transition if either of these actionssmooth transition if either of these actions becomes necessary, the partnering agreementbecomes necessary, the partnering agreement should clearly describe the procedures forshould clearly describe the procedures forshould clearly describe the procedures forshould clearly describe the procedures for making the change.making the change.
  • 113. ƒƒ StandardsStandards -- the standards by which the distributor operatesthe standards by which the distributor operates should be clearly detailed. Quantities per carton, ink colors,should be clearly detailed. Quantities per carton, ink colors, The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be clearly detailed. Quantities per carton, ink colors,should be clearly detailed. Quantities per carton, ink colors, delivery times, and stocked and not stocked substrates shoulddelivery times, and stocked and not stocked substrates should be explicitly understood and provision made for requests thatbe explicitly understood and provision made for requests that deviate from standard. Some of these deviations may bedeviate from standard. Some of these deviations may be performed gratis for certain customers (such as for Aperformed gratis for certain customers (such as for A--levellevel partners) but will remain billable for other accounts. To avoidpartners) but will remain billable for other accounts. To avoid misunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in themisunderstandings, charge factors should be detailed in the agreement.agreement.
  • 114. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Some areas of the agreement are moreSome areas of the agreement are more amenable to change than others. Therefore,amenable to change than others. Therefore, each section of the agreement (such aseach section of the agreement (such as pricing, delivery, training, etc.) should addresspricing, delivery, training, etc.) should address the procedures for making changes for thatthe procedures for making changes for that particular area.particular area.
  • 115. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ ErrorsErrors -- although errors should be minimizedalthough errors should be minimized when a sound partnering relationship haswhen a sound partnering relationship haswhen a sound partnering relationship haswhen a sound partnering relationship has developed, they will occur. Both partners mustdeveloped, they will occur. Both partners must have a procedure for the expeditious handlinghave a procedure for the expeditious handling of any complaint. Keep in mind that theof any complaint. Keep in mind that the ultimate measure of the success of anyultimate measure of the success of any partnering agreement is the satisfaction of thepartnering agreement is the satisfaction of thepartnering agreement is the satisfaction of thepartnering agreement is the satisfaction of the partner customer.partner customer.
  • 116. ƒƒ Min/Max OrdersMin/Max Orders -- if a thorough job was done during theif a thorough job was done during the mutual criteria evaluation process then the distributormutual criteria evaluation process then the distributor The Partnership AgreementThe Partnership Agreement Could IncludeCould Include mutual criteria evaluation process then the distributormutual criteria evaluation process then the distributor should have a clear understanding of what is an acceptableshould have a clear understanding of what is an acceptable order level. Often this is an area that causesorder level. Often this is an area that causes misunderstandings. The partner should spell out howmisunderstandings. The partner should spell out how requests for deviations, especially orders that don't meetrequests for deviations, especially orders that don't meet the minimum, will be handled. For instance, would athe minimum, will be handled. For instance, would a reasonable upreasonable up--charge be incurred and, if so, under whatcharge be incurred and, if so, under whatreasonable upreasonable up--charge be incurred and, if so, under whatcharge be incurred and, if so, under what circumstances?circumstances?
  • 117. ƒƒ Price IncreasesPrice Increases -- changing market conditions,changing market conditions, such as paper price increases and capacitysuch as paper price increases and capacity The Partnership AgreementThe Partnership Agreement Could IncludeCould Include such as paper price increases and capacitysuch as paper price increases and capacity variations, should be relayed to the distributorvariations, should be relayed to the distributor partner immediately so that both partners canpartner immediately so that both partners can plan the best way to implement the neededplan the best way to implement the needed changes without disrupting service to the endchanges without disrupting service to the end user/customer or risking the partnership.user/customer or risking the partnership.user/customer or risking the partnership.user/customer or risking the partnership.
  • 118. ƒƒ Lost or Damaged ShipmentsLost or Damaged Shipments -- it may beit may be The Partnership AgreementThe Partnership Agreement Could IncludeCould Include Lost or Damaged ShipmentsLost or Damaged Shipments -- it may beit may be advisable for the distributor to assumeadvisable for the distributor to assume responsibility for pursuing claims with theresponsibility for pursuing claims with the carrier. Generally, partner's have morecarrier. Generally, partner's have more influence with trucking companies thaninfluence with trucking companies than distributors do.distributors do.
  • 119. ƒƒ Product Design/Material ChangesProduct Design/Material Changes -- the partnerthe partner should be notified before the distributor makesshould be notified before the distributor makes The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be notified before the distributor makesshould be notified before the distributor makes any changes in product specifications from aany changes in product specifications from a previous order or from the specifications sentprevious order or from the specifications sent by the distributor. Facts on materials used,by the distributor. Facts on materials used, such as economy grade papers, need to besuch as economy grade papers, need to be clearly defined and understood by both parties.clearly defined and understood by both parties.clearly defined and understood by both parties.clearly defined and understood by both parties.
  • 120. ƒƒ Payment TermsPayment Terms -- payment terms shouldpayment terms should The Partnership AgreementThe Partnership Agreement Could IncludeCould Include Payment TermsPayment Terms -- payment terms shouldpayment terms should consider the time it takes the distributor andconsider the time it takes the distributor and partner to process the invoice and how long itpartner to process the invoice and how long it takes the shipment to reach the customer ortakes the shipment to reach the customer or the distributor's warehouse. Until electronicthe distributor's warehouse. Until electronic invoicing and payment become the norm,invoicing and payment become the norm, reasonable time also has to be considered forreasonable time also has to be considered forreasonable time also has to be considered forreasonable time also has to be considered for the mail.the mail.
  • 121. ƒƒ InterInter--Computer CommunicationsComputer Communications -- aside from theaside from the The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ InterInter--Computer CommunicationsComputer Communications -- aside from theaside from the obvious advantages to the ordering process, there areobvious advantages to the ordering process, there are many other uses for computer links with distributors.many other uses for computer links with distributors. New product releases, special discount offers,New product releases, special discount offers, shipment status and notification, and materialshipment status and notification, and material availability and pricing updates can be sent to anavailability and pricing updates can be sent to an electronic mailbox or some other communications link.electronic mailbox or some other communications link.electronic mailbox or some other communications link.electronic mailbox or some other communications link.
  • 122. Ultimately technologies such as EDI (electronic dataUltimately technologies such as EDI (electronic data The Partnership AttitudeThe Partnership Attitude Should IncludeShould Include ƒƒ Ultimately technologies such as EDI (electronic dataUltimately technologies such as EDI (electronic data interchange) will make such services routine, but todayinterchange) will make such services routine, but today they need to be carefully considered, planned, andthey need to be carefully considered, planned, and budgeted.budgeted.
  • 123. ƒƒ Drop ShipmentsDrop Shipments -- drop shipments aredrop shipments are frequently requested by customers. Under thefrequently requested by customers. Under the The Partnership AgreementThe Partnership Agreement Could IncludeCould Include frequently requested by customers. Under thefrequently requested by customers. Under the terms of the partnering agreement, it may beterms of the partnering agreement, it may be advantageous to spell out what will beadvantageous to spell out what will be considered routine and nonconsidered routine and non--chargeable andchargeable and what will be chargeable. Items such aswhat will be chargeable. Items such as labeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, andlabeling, packaging, minimum quantities, and shipping methods need to be considered.shipping methods need to be considered.
  • 124. ƒƒ Order CancellationsOrder Cancellations -- even if a policy exists, iteven if a policy exists, it should be reviewed with an eye to eliminatingshould be reviewed with an eye to eliminating The Partnership AgreementThe Partnership Agreement Could IncludeCould Include should be reviewed with an eye to eliminatingshould be reviewed with an eye to eliminating potential problems. Terms and conditions thatpotential problems. Terms and conditions that remain the same as current ones still benefitremain the same as current ones still benefit from review and restatement.from review and restatement.
  • 125. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Change OrdersChange Orders -- distinctions need to bedistinctions need to be made for changes that impact the materialmade for changes that impact the materialmade for changes that impact the materialmade for changes that impact the material component of an order, special materialscomponent of an order, special materials previously ordered, and changes that increasepreviously ordered, and changes that increase the costs of composition or other services.the costs of composition or other services. There is a cost associated with every changeThere is a cost associated with every change order, and how those costs will be billedorder, and how those costs will be billedorder, and how those costs will be billedorder, and how those costs will be billed should be clearly spelled out.should be clearly spelled out.
  • 126. ƒƒ Requirements for CopyRequirements for Copy -- clean orders are one ofclean orders are one of the inherent benefits of selecting qualifiedthe inherent benefits of selecting qualified The Partnership AgreementThe Partnership Agreement Could IncludeCould Include the inherent benefits of selecting qualifiedthe inherent benefits of selecting qualified distributors with which to do business. Cleandistributors with which to do business. Clean orders and cameraorders and camera--ready copy are minimumready copy are minimum expectations of the partner. Should compositionexpectations of the partner. Should composition be required, what constitutes acceptable proofsbe required, what constitutes acceptable proofs and when jobs are entered for production duringand when jobs are entered for production duringand when jobs are entered for production duringand when jobs are entered for production during the proofing process all need to be spelled out.the proofing process all need to be spelled out.
  • 127. ƒƒ If the capability exists for accepting computerIf the capability exists for accepting computer The Partnership AgreementThe Partnership Agreement Could IncludeCould Include disks or modem transmissions of designs anddisks or modem transmissions of designs and order specs, then procedures and levels oforder specs, then procedures and levels of responsibility need to be assigned and agreedresponsibility need to be assigned and agreed upon.upon.
  • 128. ƒƒ Order AcknowledgmentsOrder Acknowledgments -- this has alwaysthis has always been a thorny issue between partners andbeen a thorny issue between partners and The Partnership AgreementThe Partnership Agreement Could IncludeCould Include been a thorny issue between partners andbeen a thorny issue between partners and distributors. Responsibility needs to bedistributors. Responsibility needs to be assigned for the proper handling of orderassigned for the proper handling of order acknowledgments. The agreement needs toacknowledgments. The agreement needs to be developed by both parties and, oncebe developed by both parties and, once established, adhered to.established, adhered to.established, adhered to.established, adhered to.
  • 129. ƒƒ Rescheduled or Delayed ShipmentsRescheduled or Delayed Shipments -- proceduresprocedures must be established for notifying the customer ofmust be established for notifying the customer of The Partnership AgreementThe Partnership Agreement Could IncludeCould Include must be established for notifying the customer ofmust be established for notifying the customer of delayed or rescheduled ship dates. Ampledelayed or rescheduled ship dates. Ample notification needs to be given to protect thenotification needs to be given to protect the customer. Formal procedures that flag a job ascustomer. Formal procedures that flag a job as soon as it misses any of its projected completionsoon as it misses any of its projected completion dates will allow the distributor to advise thedates will allow the distributor to advise thedates will allow the distributor to advise thedates will allow the distributor to advise the customer of any potential problems and arrangecustomer of any potential problems and arrange alternative solutions.alternative solutions.
  • 130. ƒƒ A procedure must be formalized to allow theA procedure must be formalized to allow the The Partnership AgreementThe Partnership Agreement Could IncludeCould Include A procedure must be formalized to allow theA procedure must be formalized to allow the customer to obtain order status promptly. Acustomer to obtain order status promptly. A weekly update is often not adequate,weekly update is often not adequate, especially as the job nears the completionespecially as the job nears the completion date. This is an area where electronicdate. This is an area where electronic communication can provide great benefits.communication can provide great benefits.
  • 131. ƒƒ VolumeVolume -- distributors expect a certain volumedistributors expect a certain volume The Partnership AgreementThe Partnership Agreement Could IncludeCould Include of work from their partners. What constitutesof work from their partners. What constitutes that volume and any categorization of thethat volume and any categorization of the product line that might be contained within theproduct line that might be contained within the understanding should be spelled out. Agreedunderstanding should be spelled out. Agreed-- upon times for measuring promised volumeupon times for measuring promised volume should also be specified.should also be specified.should also be specified.should also be specified.
  • 132. The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ Inventory LevelsInventory Levels -- there may be product typesthere may be product types that require special materials upon which thethat require special materials upon which thethat require special materials upon which thethat require special materials upon which the customer relies but which the distributor doescustomer relies but which the distributor does not normally stock. In order to ensure timelynot normally stock. In order to ensure timely delivery and reasonable cost, the partner maydelivery and reasonable cost, the partner may agree to stock a certain volume of the material.agree to stock a certain volume of the material. Ownership of the material and when it will beOwnership of the material and when it will beOwnership of the material and when it will beOwnership of the material and when it will be paid for must be clarifiedpaid for must be clarified
  • 133. ƒƒ These are but a few of the many items thatThese are but a few of the many items that The Partnership AgreementThe Partnership Agreement Could IncludeCould Include ƒƒ These are but a few of the many items thatThese are but a few of the many items that can be addressed in a partnering agreement.can be addressed in a partnering agreement. Although no one agreement will encompassAlthough no one agreement will encompass every possible item, it is far better to decideevery possible item, it is far better to decide ahead of time what is required than to face aahead of time what is required than to face a disappointment or misunderstandingdisappointment or misunderstanding
  • 134. COMING TOGETHER IS A BEGINNING; KEEPING TOGETHER IS PROCESS; WORKING TOGETHER IS SUCCESS HENRY FORD
  • 135. TO THE SUCCESSFUL FUTURE THANK YOU FOR THE OPPORTUNITYTHANK YOU FOR THE OPPORTUNITY COLIN THOMPSON colin@cavendish-mr.org.uk WWW.CAVENDISH-MR.ORG.UK
  • 136. OTHER BUSINESS MODELS PUBLISHED • MANAGING FOR CUSTOMER CARE• MANAGING FOR CUSTOMER CARE • INTERPRETING ACCOUNTS AND MORE • VALUER - BUSINESS VALUATION SOFTWARE • BE PAID ON TIME `MasterClass` • MARGIN HUNTER • MANY MORE BUSINESS SOLUTIONS• • WWW.CAVENDISH-MR.ORG.UK
  • 137. COPYRIGHT COLIN THOMPSON • THIS WORK IS PROTECTED BY COPYRIGHT. THE RIGHTS COVERED BY THIS ARE RESERVED, IN PARTICULAR THOSE OF TRANSLATING, REPRINTING, RADIO BROADCASTING, REPRODUCTION BY PHOTO- MECHANICAL OR SIMILAR MEANS AS WELL AS THE STORAGE AND EVALUATION IN DATA PROCESSING INSTALLATIONS EVEN IF ONLY EXTRACTS ARE USED. SHOULD INDIVIDUAL COPIES FOR COMMERCIAL PURPOSES BE MADE WITH WRITTEN CONSENT OF THE PUBLISHERS THEN A REMITTANCE SHALL BE GIVEN TO THE PUBLISHERS IN ACCORDANCE WITH SECTION 54,PARA.2 OF THEPUBLISHERS IN ACCORDANCE WITH SECTION 54,PARA.2 OF THE COPYRIGHT LAW. THE PUBLISHERS WILL PROVIDE INFORMATION ON THE AMOUNT OF THIS REMITTANCE.