C.A.S.E. Study – Copy and Steal Everything . . . discovering the Power of Partnering
By Kordell Norton
Are there secrets to growing your business during economic hardtimes? Is there a trick that can be learned from others that would improve your business during a recession?
Things move so fast that great organizations study the “best practices” of others. The luxury to find all the answers internally just doesn’t work anymore. To study creativity you might look to a Proctor and Gamble, or a Disney. If you want to study efficiency then you might look toward General Electric. The names of great organizations will ebb and flow but still we can learn from them. The acronym C.A.S.E. applies. We can Copy And Steal Everything.
Consider the world of personal computers. This business sector requires a better product at a lower price just to keep even. Gordon Moore, the co-founder of Intel has a law named after him that states the number of transistors that can be placed inexpensively on an integrated circuit should double approximately every two years.
Imagine twice as many events and meetings each year and yet your budget decreases continually. Is there some secret to the high tech industry that can be copied and applied that would allow you to cope with the current economic environment?
Partnering.
For almost thirty years, the author was a relative insider to the technology world. As a marketing and sales executive for the largest reseller of personal computers I was at the core of building partnerships with organizations like IBM, Hewett-Packard, Compaq, Microsoft and hundreds of other organizations.
Let me take to you to a typical meeting in a large city somewhere in the country. In the room is a management team for the local Hewlett-Packard, IBM or other sales organization. Across the table is the leadership team from our local group. Each represents a company who connects with local businesses. Each has relationships with customers that allow a specific insight into the needs and wants of that client. When the two organizations decide to get together and share information, there is a synergy that occurs. They compare notes and possible solutions that a partnership could provide. Some of these meetings have seen huge amounts of value and revenue. Tens of millions of dollars.
Are there things that a CVB can C.A.S.E. (copy and steal) that might help you generate new business? Is there thinking that an Association could glean to make your association experiences and events better for your members by partnering with some other organizations?
Partnering is defined as “one that is united or associated with another or others in an activity or a sphere of common interest” (www.Dictionary.com).
When you partner with others who have a common interest you ignite the magic of synergy. You leverage your strengths and offset your weaknesses with the abilities of others. You have the creative benefit of others who might think outside the box because of their perspectives. A great number of ideas and options are born because of the added capabilities and possibilities. There is the strength of different perspectives sparking new ways of applying current know how. You in turn can help the partner see the world differently. A partnership even allows the parties to leverage their respective resources in new and different ways. Higher goals and stronger, more engaging events and experiences erupt as thinking moves to new horizons.
Beware Your Culture
A conversation with one executive comes to mind. A hallway discussion about working with one of his vendors as a “partner”. His response was, “they are not a partner . . . I chose to see them as a competitor. They may not always have our best interest at heart.” This organization had a classic case of “not invented here” and it showed in their lack of creativity. Yes, there might be a vendor that tries advantage of you. But you can usually see that coming. In his mistrust and fear of creating new relationships he put in rules that kept his organization in a silo. In a fast change world, that is a recipe for complacency and mediocrity.
If you have a paralyzing fear of partnering, go back two paragraphs. Your blind spots may keep you from new opportunities. “That is the way we have always done it” is an excuse. In a world where your customers are demanding richer value and experiences, the old way is stogy and staid. The words of Albert Einstein should ring in your ears, “The definition of insanity is doing the same thing over and over again, expecting different results.”
Following is a simple way to start.
The Partnering Meeting
Call your customer, vendors, or stakeholders and set up a meeting to “discuss and brainstorm some partnering possibilities”. Go ahead. Pick up the phone and call. This article can wait for a minute.
Pick a meeting room where the seating is comfortable and the meeting will not be interrupted. Turn off the cell phones. Respect their time. Have recording materials for the conversation such as a flip chart or whiteboard. Make sure you have someone who can capture the ideas on a common surface. This will also leave others free to dialog and will allow everyone to see and remember what others are thinking. This “group think” tends to lead to “group wisdom”. If a whiteboard is used, make sure that someone captures the notes on their cell phone or bring a digital camera. Following the meeting these files can then be shared with participants electronically.
A simple agenda might look like:
· Introductions.
· Exchange complete contact information.
· Have each organization give a brief overview of their priorities and challenges.
· Discuss common past events, meetings, and recent activities (if any).
· List some possible joint activities, brainstorm these and pick one that you can work together on in the partnership.
· Make assignments, pick dates with action items.
· Select a next date for follow up. Bring your calendar with you. Keep the momentum going.
For example, perhaps a Partnering Meeting is occurring at a local hotel room with three organizations. The first pass discussion reveals the interests of each.
Convention & Visitors Bureau
Affiliate – Hotel
Association
Wants to increase multiple day visits from out of area guests.
Has a strong business clientele but needs more rooms sold on weekends specifically
Is a business centric organization and traditionally does it’s events during the business week.
Brainstorming
Once the interests are “out” then the conversation can turn to brainstorming. Remember the rules of brainstorming are:
1. There’s no judging or criticism of ideas. They just come out.
2. Encourage “hitch hiking” off the ideas.
3. The more ideas the better.
4. Don’t work off of notes (it kills creativity).
5. If there is a “boss” they should be aware that when they give an idea, it can discourage others from contributing. Have them be aware of the power and influence their position might have.
In the above example the brainstorm could lead to a weekend event for Association members and their spouses. Someone hitch-hikes and suggest a board meeting at the same time. Perhaps a retreat is proposed and the creation of a festival around the focus of the association.
Once there are a list of possible partnering activities and events a winnowing, or narrowing down of choices occurs. The list is pared down to one that can be the initial joint focus. Follow are some criteria as you consider each opportunity.
· Is it easy to do?
· Can it be done fairly quickly?
· Does it have a strong ROI (return on invested resources and time)?
· Are there clearly identified “champions” who have a vested interest in making it happen?
· Are the resources available and can they be assigned right now?
An effective way to pick a Partnering project is to answer the above questions for each proposed opportunity with a number. 1 = low value and 5 = let’s do it. . .great idea. Then add up the scores. This keeps people from over analyzing the possibilities.
Once you have your top choice, make the assignments, finish up the meeting and set the time and place for the next partnering meeting.
Start small. Get some simple successes between the partnering organizations and then build. As you feel more comfortable with each others capabilities those things you tackle will grow. Make sure you gather testimonials from each activity so you can have marketing “testimonials” for future events.
Steve Jobs of Apple computer said we ought to not be content with 20% or 30% growth. He asks why we shouldn’t expect 200% or 300% improvement. It takes a friend, a confidant, or a partner to get us out of our comfort zones and to prod us to higher heights. Using your resources and those of your partners can get the synergy of 1 plus 1 equals 5. This teamwork will allow you to leverage your current resources during hard times and to create a world greater than your own.
About Kordell Norton
Speaker, Consultant and Author of two books, Kordell speaks to thousands each year across the country. As a consultant he works with organizations who want to create inspiring Leadership, create Strategic Plans that causes drastic growth, and sales and marketing that improve the top line. As the co-creator of No-Name Generic products to America back in 1979, he has since been an senior executive with several multi-billion dollar companies and makes the complex easy to understand . . . while making it entertaining. One client recently said, "watching Kordell as a speaker is like watching popcorn pop. . .without the lid.".
He can be reached at (330) 405-1950 or Kordell@KordellNorton.com, or www.KordellNorton.com