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So what is a Strategic Alliance Partnership (“SAP”)?

My own definition (by no means definitive!) is a relationship between two firms who decide to:

* Add value to each others clients by making them aware of the other partners products and services – an Added Value Alliance using internal marketing techniques (but without releasing confidential client information), or:

* Combine resources to jointly attract new clients to each others products and services – a Marketing Alliance using external marketing techniques.

And I want to share with you an important house-rule for me, although not necessarily for others.

I do NOT expect any money to change hands between the firms as a result of the Alliance.

In 20 years as a financial planner and 12 years as a business coach, I have never paid for a client introduction (in the form of fees or commissions) and I have never received any introducer’s fees, commissions or other remuneration as a result of directing one of my clients to the representatives of another firm.

I am continuously asked to recommend lawyers, accountants, graphic designers, web designers, specialist coaches and others – and do so when I trust, respect and like them and when I am confident that they can provide both skill and customer service to the level that I would expect myself.

That has allowed me to remain fiercely independent and to make recommendations on merit and reputation, rather than as a means to increase my professional income – I like it that way – the only affiliate fees we have ever paid or received have been as a result of advertising in ezines for specific events such as teleclasses, e-programmes or publications – not to people (if you get my drift).

So let’s get those top 6 rules in place shall we?

1. Make a list of strategic alliance prospects: Focus on organisations and people who are in complimentary but non-competitive businesses;

2. Begin with the biggest prospects first: Start with those who have the most members. It takes the same energy to create an alliance with an organisation that has 40,000 members as one that has 40;

3. Find out who the key decision makers are: You may have to start with a regional rep. - and move through those degrees of separation to the real decision maker;

4. Ask the decision maker what their members’ key concerns are: Right now - what are the hot topics?

5. Ask, “How can I add value to your members in addition to what you offer?” Follow up with, “And if I were able to add value in this way - what difference would it make to you - and to your members?”

6. Ask for an ‘alliance’: “How can we best work together on this?”

Notice that all the way through we are asking the other party to do the thinking and come up with the answers. Don’t just pile in there with your programme ‘pie’ and ask “Where does it fit?” Do a proper fact-find to learn about their hopes, needs and ambitions.

They are not interested in the fact that you are a coach.

They are not interested in how your products, services and programmes are delivered.

They are not interested in you.

They are interested in outcomes that will help their members and themselves.