Partnering for Profit or Pleasure

I’m sure that you have noticed that all of the IT vendors you have had the misfortune to deal with in the past, and who you occasionally throw a bone to these days to keep them alive but lean, are desperate to be your ‘Partner’.

In the old days, you had customers at one end of your business and suppliers at the other end. Your job was (and still is) to stiff the customer and screw the supplier (or vice versa; was never sure which). Life was pretty straightforward and everyone knew their place.

Over the last few years the vendors have embraced Strategic Selling methodologies that encourage them to: a) try to talk to your boss instead of you, and b) want to ‘partner’ with you.

The reason they want to talk to your boss is not that they think you are a waste of space (not always), but because they have been told that if they get to a ‘decision-maker’ they can close a bigger/faster/better deal. Now, if you are the decision-maker this is intensely irritating. If you are not, this behaviour is likely to result in you plotting their downfall and finding another vendor who will talk to you – until they get their Strategic Selling training…

The partner approach is more beguiling in that it suggests that they will be reasonable and accommodating. Besides this sounding like a fantasy marriage (in fact it doesn’t sound like marriage at all), it is probably not the sort of relationship you envisaged with the sweaty, shiny salesman in front of you. The key message is that you can avoid a ‘them and us’ situation, with everyone pulling together for the common good.

Don’t be fooled. Their objective is to extract as money from you as is possible. This is always easier if you are happy or blissfully unaware of what is happening. The ‘just sign here and we will take care of your problems’ carrot can be difficult to resist, particularly when under time pressure to deliver. Caveat Emptor! I have yet to see a supplier’s contract that truly embraces the concept of partnership. The gotcha and get-out clauses will protect them at the first sign of real trouble, and although they may nod sympathetically, they will dutifully point at the small print and shrug their shoulders.

The best business relationships I have seen are where both parties are very clear on their respective responsibilities and obligations which are supported by specific metrics, and there is a rigorous measurement and auditing function to ensure compliance. This is governed by a comprehensive contract, and managed by regular meetings between joint teams at all levels of the engagement – director, manager, project, delivery, etc. These meetings will foster trust through engagement and regular communication on the good, bad and ugly parts of the service you are receiving. If these are done honestly, then the issues can be resolved quickly without resorting to the lawyers.

This relationship is not a partnership: you and the supplier have clear roles of client and vendor, but an effective working relationship can be built that will survive the inevitable shocks and challenges that all engagements suffer. This relationship will lead to behaviour that is ultimately to the benefit of both parties, because their interests are aligned and the communication is sufficiently frequent and robust that small issues don’t become fatal problems.

Bear this in mind, too, when you are schmoozing your customers. If you catch yourself using the P-word, imagine yourself with them in the honeymoon suite the morning after and ask yourself how accommodating you would really be.

John ‘Silver Wedding Anniversary’ Moe