We were recently asked for an overall guideline on marketing co-operations (see comment): Here is our response: Why marketing co-operations are an important marketing instrument. How to identify a suitable partner. How to establish a marketing partnership. What are important watch outs…

We hope you find this useful. Let us know what you think…

Why? There are several motives for establishing marketing partnerships:

- To access new markets and points of sales
- To increase awareness
- To address new target groups
- To build-up/strengthen the brand
- To strengthen specific image dimensions
- To provide added value to new or existing costumers
- To reduce marketing expenditures
- …

With whom? The general compatibility between two partner companies is core to the success of marketing co-operations. To identify a partner with an adequate fit, it is necessary to conduct a “fit analysis” which is based on a set of questions (depending on the kind of co-operation envisaged) like for instance:

- Does the potential partner have access to a relevant target group?
- Does the partner offer added value for the own target group?
- Does the partner provide relevant distribution/communication channels?
- Does the partner brand fit to ones own brand?
- Are both brands in the same „brand league“?
- How is the personal chemistry between the companies?
- …

How? The process of establishing marketing co-operations can be summarised in three main stages:

1.Conceptual phase:
- Co-operation concept that both partners agree on (including for instance a
theme for the co-operation)
- Transparent contractual agreement that outlines both partners’ contributions
and objectives
2.Establishment
- Internal coordination regarding feasibility
- Development of a business case
- Specification of joint measures
3.Implementation
- Permanent dialogue between partners to facilitate streamlined project
management (also to avoid discrepancies and misunderstandings)
- …

Watch outs When developing a co-operation the following should be avoided:

- Insufficient/irrelevant added value for customers
- Unclear/imprecise objectives
- Inadequate fit of the collaboration partners
- Lack of resources & consistency within managing stage
- Insufficient preparation
- “Rupture” between the three phases
- Sporadic instead of ongoing dialogue of the two partners
- …