• by Jahna Lindsay-Jones , December 31, 2007

Are we ignoring core principles in favor of our egos? It's hard to debate that partnerships are
central to sound business strategy. Increasingly I find that there is an incredible amount of
pressure for marketers to have a partnership strategy in place, especially as it relates to their advertising. As old advertising models become ineffective and consumers are increasingly empowered - as well as fragmented - marketers are turning to partners to help them better connect with their core consumer.

Of course, one would hope that these partnerships are forged as a means to improve the product or service. In the end, the goal should be that the brand better connects, and establishes a relationship, with its consumer - providing value to its consumer rather than extracting it.

Unfortunately, I believe more and more that the term partnership is being used too loosely and now seems to cover everything from a basic media transaction to a cooperative development of products or services. Not only is the word partnership bandied about incorrectly, but the defining values of a partnership are at risk. The term partnership is being used for its own sake versus giving real value. As one of my colleagues said to me, "Partnerships are more for our egos than creating solutions today."

Let's start with the basic definition of a partnership. According to Merriam-Webster's dictionary, partnership is defined as "a legal relation existing between two or more persons contractually associated as joint principals in a business or a relationship resembling a legal partnership and usually involving close cooperation between parties having specified joint rights and responsibilities."

That said, shouldn't a sound partnership also have a number of fundamental values? Purely trading investment for media space and time does not make a partnership. I think that is the central problem for marketers today. A lot of marketers confuse a media transaction and contract with a partnership.

A partnership should be based on mutually shared objectives. In our industry, those objectives should have the consumer at the heart of them. That does not mean extracting; it should be about providing value. The best partnerships answer a series of questions:

What does our consumer want or need? What does each of the potential partners bring to the table and what can they collectively do or create to help their consumers find more value or enhance their current experience? Does one need the other to create that solution?

The Nike ID and Apple partnership is frequently used as an example of a successful alliance that served as the bedrock for a better consumer experience. Another great example is the partnership between Eons and Forethought Financial Group. Eons, the Boomer-targeted online social network, entered into a partnership with Forethought in early 2007. The two are offering Eon members the accessibility of funeral planning tools, products and services to help offset end-of-life expenses. While not one of the most talked about topics, the two partners integrated their assets to create a new tool for Boomers, ultimately helping Eon members while creating a new distribution channel for Forethought.

Another key - yet very often ignored - element of a partnership is agreed measurement or key performance metrics. In my experience, I have seen a number of organizations come together in the spirit of partnership that never set clearly defined goals, KPIs or regular check-ins. These partnerships start with the best intentions and spirit but then over time one of the two partners will say, "Did this work?" and neither can attest to the success or results of the partnership. Or mid-way through the alliance something goes awry and one or more partners are stuck in a less than mutually benefiting agreement. It seems utterly preposterous that this could occur but it does everyday.

I think we need to be clear to ourselves and the brands we work on about what is purely a transaction and what is truly a strategic partnership. By doing that, we'll not only better serve our brands but, more important, our consumer.

Jahna Lindsay-Jones is director at Denuo, a futures consultancy and division of Publicis Groupe, where she works with clients on strategy development. (jahna.lindsay-jones@denuogroup.com)