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Partnerships

Last edited 53 days ago by Michael Skok

Strategic partners

Introduction

Partnerships can help startups grow faster and reach new customers, but they come with risks and tradeoffs that must be considered to avoid dependency and reliance on the partner.

If you’re considering a partnership as a startup, you’ll need to:

Understand the risks and tradeoffs

Learn how to think strategically and evaluate partnership opportunities for mutuality.

Plan way ahead to maintain control while leveraging partnerships for growth.

There are three common types of partnerships for startups:

1. Product (Vendor) Partnerships

Here, a startup relies on a larger company for supplying products or services. An example would be an e-commerce startup partnering with a major logistics company for efficient shipping.

Whole Product Strategy: Startups often don’t have a complete solution on their own, which is where whole product partnerships come in handy. These partnerships help round out a product offering so customers see a complete solution, not just a feature. Such partnerships can create strong customer value if executed thoughtfully.

Example: Tesla's partnership with Panasonic to create battery cells for electric vehicles. Tesla could focus on car production while leveraging Panasonic's expertise to complete the “whole product.”

Provocative Question: Are you using this partnership to complete your whole product in a way that enhances customer value and plays to your core strengths for the long term, or are you just covering gaps in the short term?

2. Marketing (Go-To-Market) Partnerships

These partnerships focus on joint marketing efforts to reach new customers and often via new channels, providing leverage in the process.

For instance, a small food brand partnering with a well-known grocery chain to promote its products.

Example: Slack's early partnership with Atlassian allowed Slack to leverage Atlassian's large user base. However, Atlassian later launched its own competing product, which could have been a significant threat. Slack had to ensure it still prioritized direct customer relationships and product innovation to avoid being too dependent. Eventually, Slack surpassed the need for reliance by becoming a ubiquitous product.

Provocative Question: Are you risking your independence by dancing with giants before you've even figured out how to stand on your own two feet?

3. Strategic Partnerships - Mutual.

A strategic partnership usually evolves from both a product and go to market collaboration that is mutually beneficial to both parties.

The larger player partners closely with a startup to provide resources, expertise, or market access, because it enhances their own competitive advantage and growth, but of course it helpis the startup in the process.

These partnerships often result in a stronger

Whole Product⁠

experience by collaborating on integrations, functionality, and market positioning. This speeds time to market and creates a win-win value proposition that accelerates go-to-market efforts and fosters stronger customer engagement and potentially loyalty.

This help startups “stand on the shoulders of a giant” bringing them credibility and often create a halo effect on their own brand from the brand of the giant.

Mutual benefit is the key—ensuring each partner gains value in a win-win collaboration.

Startup Secret: Develop a strategic partnership approach from the vantage point of your partner and ask why this is compelling to them before you consider what’s in it for you.

Example: Shopify's partnership with Facebook to enable commerce on social media was strategically aligned. It allowed Shopify merchants to reach more customers while staying true to Shopify's core of empowering small businesses to sell online.

Strategic win/win alignment is crucial: Does it align with your long-term vision and that of your partner too?

Provocative Question: Is this partnership enhancing your path to market dominance, or does it just provide an illusion of rapid growth?

See more here on

Strategic partners⁠

Considerations

Partnerships are not a Magic Bullet: A partnership with a larger company might seem like the perfect shortcut, but partnerships are not a substitute for having a strong product and customer relationships. This is often like "dancing with giants" because, while dancing with a big partner can help you move further, it also carries the risk of getting stepped on or worse, squashed.

Mitigate Risks with:

Clarity and Boundaries:

Clearly define partnership roles, responsibilities, and an exit strategy. Clarity ensures the partnership remains fruitful and reduces the risk of a larger partner changing its priorities to your disadvantage.

Example: AWS and MongoDB had a partnership, but AWS later launched its own competing product, DocumentDB. MongoDB had already established clear product boundaries and managed its customer relationships directly, mitigating the impact.

Provocative Question: Have you clearly defined boundaries that protect your startup if the partner changes direction or starts to compete?

Direct Customer Relationships:

It’s tempting to let a larger partner drive customer acquisition, but this can limit your ability to build direct relationships. Understanding customer needs is crucial for improving your product and delivering a superior customer experience.

Example: Square initially partnered with Starbucks to process payments but found that Starbucks was both a massive customer and a roadblock to focusing on their broader market strategy. Square refocused on direct customer relationships to gain more customer insights and control their growth path.

Provocative Question: Are we using a partnership to gain customer access, or are we losing direct customer relationships that would drive our growth?

Test and Iteration:

A partnership should be road-tested to measure its real impact. Be prepared to iterate or exit if it’s not delivering measurable results.

Summary

Partnerships can accelerate growth but come with inherent risks. Approach partnerships as a tool to enhance your core product and maintain strategic control, ensuring clarity, alignment, and direct customer engagement.

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