Kicab Castaneda-Mendez,
You asked for clarification on our marketing to the 10% who sell to the 90%
philosophy and word of mouth marketing. Your questions are vast and my answer
is long (though not as long as it could be). I hope this helps.
DEFINITION OF TERMS
Receiving system--the client or receiver of the service
Alliance--Third party
Service provider--For example, the education company
2. "We have worked diligently over the past 12 years to build strong
alliances." Deming repeatedly advised that working harder is not enough.
Perhaps Barbara could be more specific, e.g.
Deming is right, working harder is not enough. The term "working hard" often
holds within it that one billion details that would take a book to explain,
so we often shorten it to "working hard". On the other hand, "working hard"
sometimes means running around the gerbil cage many times per day. I will do
my best to shed some light on your questions. I invite you to explore what I
say, as it is rather open ended. The true answer is to learn for yourself
what works in your situation. I work by the universal principles of giving
and receiving and learn as I go along. My company is very successful and very
much on track with our goal to be low maintenance and establish strong low
maintenance relationships. Much of that has no "how to" but it is what works
when one holds the right questions.
SOME OF THEE SPECIFIC ACTIVITIES ARE:
a. Demonstrate full integrity at all times.
b. Say what we will do and do what we say we will do, and do it better than
anyone else.
c. Clarify needs of receiving system, capabilities of the service provider,
promised deliverables, and responsibilities of everyone, to the satisfaction
of all parties (alliance, students, decision-maker, stakeholders, instructor,
service provider, etc.)
d. Communicate every step of the way. Appraise the receiving system of
measurable progress toward results we have agreed upon. Acknowledge problems
and request input on solutions before anyone else brings up the problems.
e. Once great, be highly visible
HOW DOES SHE DEFINE ALLIANCE?
An alliance is a third party company that services clients common to both the
alliance and a service provider. This could be a manufacturer, a sales
company, or another service provider. The service or product sold by the
alliance complements or enhances the service or product of the providing
company For example, we teach graphics programs on the Macintosh. Our
alliances are Apple Computer, Adobe, Quark, various color separators,
manufacturers of printing presses and digital color equipment, printing
firms, design houses, etc.
HOW ARE THE CRITERIA FOR GOOD ALLIANCES DETERMINED AND CORROBORATED BEFORE
AND DURING THE RELATIONSHIP?
Before:
* Will the services and products enhance each other's offerings?
* Do we share the same work philosophies (e.g. for us; Do they trust us, or
do they require a great volume of legal documents for this informal
agreement? What is their track record of integrity, as we define integrity?
* Are their clients a good mix in our portfolio?
* How have they worked with alliances in the past?
* What is their sales philosophy (e.g. solution oriented or highly
competitive based on price? Be of service or sell and run?)
During:
* How is it going?
* Is it really a fit for both sides?
* How much maintenance and handholding is necessary to nurture this
relationship?
* Are the expenditures (time, effort, dollars) worth the return?
HOW ARE THOSE ALLIANCES TIED TO THE GOALS OF HER COMPANY?
The goals of my company are to provide learning that reinforces the work
practices of the receiving system. We do not say we will provide the least
expensive solution. We say we will provide the outcome agreed upon in
collaboration with the client in regards to their needs and budget. We will
say no to something beyond our scope or to something they want for a price
that depletes our ability to be profitable. When meeting these goals unfolds
in a productive and beneficial way to the client, the alliance's goals and
ours are synchronized.
3. WHAT CRITERIA ARE USED TO DETERMINE WHETHER COMPANIES WORK THAT WAY?
We don't call them, by creating and being public about our values and the
work we do, like-minded people cal us. When they call, we look at reputation
in the market place. People in companies who have used them (not companies).
Reputation in the market place. People in companies who have used them (not
companies).
HOW IS THE EVALUATION DONE TO IDENTIFY WHICH COMPANIES DO AND WHICH DON'T
WORK THAT WAY?
The main ingredient is our collective intelligence.
We hold a deliberate group question (what companies would we work well with
to enhance our mutual goals?) and maintain an open search in our minds at all
times. We patiently (time is not an issue) view potential companies brought
to our attention in light of this question. One person can bring an alliance
to the table (usually a company calls us with a client for whom they wish our
help in serving). In absence of negative feedback as we scan our information
resources, we go with it. Once in the relationship, we observe it and
maintain constant vigil by telling stories of success and lack thereof in
each of our perspectives as they occur. Any one person can say this is not
working. If we agree, we graciously terminate the relationship. When it is
not working, usually the alliance agrees.
WHAT MEASURABLE DEFINITION OF "FIZZLE" DO YOU USE?
They quit calling us to collaborate or we have no compelling reason to call
them. It's like dating.
HOW DID YOU GET INFORMATION ON THESE COMPANIES TO ASSESS WHETHER THEY WORKED
THAT WAY OR WHETHER THEY FIZZLED OUT
Worked that way-- We are extremely pro-active in our operation. By publicly
and visibly being who we are, the potential allinaces whom we attract are
pretty much weeded out. We already have a good idea of how most companies in
our industry work because we are watchful, and we talk to people who have
used them.
Fizzled out--They don't call us any more and we don't want to pursue them.
ONE REASON FOR ASKING THIS IS THAT IT CREATES A GOOD DATABASE FOR
BENCHMARKING
I am not sure what you mean by this exactly. From the nature of your
questioning, I imagine you are looking concrete and pragmatic answers.
Wanting concrete criteria for forming and keeping and alliance is like
wishing for a list that will assure a perfect marriage relationship. It is
collective gut, instinct and intuition. The way it works is within a well
formed team who is on the same wavelength with each other and with the
company goals, mission, and philosophy. That takes a million details, arduous
screening, and ability to let people go who are not a fit, for their sake and
the sake of the company.
4. HOW DID YOU IDENTIFY THE 10% OF THE COMPANIES?
Companies who complement our services and that we perceive sell enough to
make it worth our mutual whiles.
HOW DID YOU FIND THE INFORMATION NECESSARY TO DETERMINE HOW MUCH THEY SELL
(TO THE 90%)
We know our industry extremely well.