Partner Development
We think that the single most important thing for partner-focused executives to do is to force themselves to understand the perspective of the person on the other side of the table.  Partnerships only work when both sides have an incentive, when both sides think that they'll win more business.

Partners should either increase the sales and marketing reach of a product or increase the value of the solution set.  On the one hand, it's easy to see why so many companies want to have IBM or Accenture promoting their product.  Since there aren't a tremendous number of firms with broad sales reach, executives quickly find out that the firms with extensive sales channels are selective, difficult to reach, and ferocious negotiators for vendor concessions.  A second channel is a bit harder to quantify but is based on a more synergistic approach.  By combining two complementary elements, the win rate of the overall solution can be significantly improved.  Peers, or even smaller vendors, can them be material contributors in a more strategic relationship. 

Once the partner contract is signed, however, the work has only just begun since both companies have to work to get deals signed.  Product codevelopment or integration may be required, with all of the asset allocation decisions that go along with development.  Marketing programs have to be developed, partner sales forces have to be educated, and "rules of engagement" have to be drafted.

We assist in the targeting of partnership candidates, initial contact and ongoing relationship building, negotiation and signing, and long-term partnership development and building.

ISV Channel Development

One of the greatest potential channels for many young technology firms is the outright licensing of technology for embedded use within another product or product line.  Due to the size of the contracts, while the large contracts may take an extended period of time to sign, the revenue contribution can be substantial.

Due to our experience and understanding of the broader technology market, we can help plan the right plan of approach, communicate value propositions to channel candidates, and negotiate terms and conditions.  Since we understand M&A processes, we can also ensure that young companies don't accept provisions that virtually give away the core intellectual property which could make an acquisition unnecessary.