This document provides guidance on forming strategic partnerships. It begins by defining what a partnership is and explaining why lawyers may dislike the term. It then discusses where power comes from in partnerships. The document goes on to identify objectives of partnerships, such as revenues, technology access, and credibility. It provides tips for choosing partners and protecting interests. Finally, it cautions about risks like lack of alignment between large partners and warns that partnerships should not be viewed as permanent marriages.

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Delivered by Walt Wright @ the h
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 When times are tough…
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 People seek power
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 And misery loves company

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 Define the term partnership
 Explore the conditions that support partnerships
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 Explainrfie partnership ;J1 rJk;??J
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 Explain rfJ skills and knowledge needed for effective partnerships
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 Identifyrfie rii J most commonJb] ii rki i r
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 What is a Partnership?
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 Why Lawyers don’t like the word?
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 Where does the Power come from?

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 the non-partner Partner language …. r
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Legalese to the extreme….
“The use of the word “Partner”rt]J? this Agreement means a
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or any other obligations, duties,, rights or privileges
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imposed under the Uniform Partnership Act or any other
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6. TRINITY
Strategic Alliances
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 “We showed MonopolySoft our Proprietary
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Business Model and they really liked it.”
 “We are partners.”
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 A PWC study showed that 43% of the companies that launched
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breakthrough services and products did so with outside
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collaboration.
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partner can
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 What are the objectives?
 Revenues
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 Near term
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 Long term

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 Access to technology
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 idea…..manyr times it is…..
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Sales
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 Cross selling, up selling  Practice working on a1big
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 Use of sales force deal
 Free mentoring  Feedback in product
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development, IP value, even
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Image credibility strength of team

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 When you team] up with 's] Jrt]?1 business, one plus Jt]? s]t]can equal three.
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Companies of all sizes are forming strategic alliances.
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 You can JDg?s -]r]d act bigger than you are.
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 Accomplish what you can't alone--often more quickly and profitably. ]j ,;ISJV l ] ?nrDf i ] D, Jy.
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 Can I]?J;) p)!JF ;pr0product getr to market more quickly.
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By filling rr]::,the blanks, a] group of companies can offer up new products.
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 Youdw]'r I] l`I have to hire more people than you need or dE',`l?Arp costly in-house
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 Partnerships let you stay r]]rl r Je a]r]?J flexible, bringing in the right players for
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 Analyze where a partner might quot;help.
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 Do you f]?j?]re r Ja specific function, talent, resource?
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 Explore the relationship carefully.
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Make sure capabilities and strengths are complementary. rr?f] J rf] `
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 Document ??]r ] E11 c and use a lawyer.
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Express your goals and expectations--and create plans and;?? r?] rJ ?f]JJJ?]fj?J ?;r EI r ;?]?]f] ?]f] d
benchmarks.
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Protect yourself. Your intellectual property and proprietary
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information and operation autonomy need protection.

12.  Alliance Agreements
 Joint Ventures
 Creeping Acquisitions
 Licensing Agreements
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 Co-Marketing Agreements
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 Don’t pin all your hopes on any one
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 large corporate partner company may
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 Big companies…little people
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Different objectives…personal…divisional….
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 Tie up the tech while they look for better or
develop their own

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 keep the goals in line
 acknowledge the risk
 focus on the opportunity
 realistic and pragmatic accessment

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 Stockholm Syndrome
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 Pay attention to groupthink & your team’s
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psych…Not a marriage…and that’s a good , , ?1n?? rl]?lr? ? ?l g J? d
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 Till Death Do Us Part…does somebody have to die?
 Make sure the “Divorce Law” is properly drafted with
foresight, detachment, and fairness…
 Wright’s Objective: “Opportunity to be generous and
the right to be ruthless”