Your Collaborative Advantage

Copyright 2007 Copyright 2007 Rigsbee Research Rigsbee Research

Your Collaborative AdvantageYour Collaborative Advantage

By Ed Rigsbee, CSPBy Ed Rigsbee, CSP3595 Old Conejo Road3595 Old Conejo Road

Thousand Oaks, CA 91320Thousand Oaks, CA 91320

800-839-1520800-839-1520

[email protected]@Rigsbee.com

www.Rigsbee.comwww.Rigsbee.com


““What Kind of a Partner am I?”What Kind of a Partner am I?”Assign each a 1 to 10 rating and total:Assign each a 1 to 10 rating and total:

Wants to win.Wants to win. Responsible for his/her own success.Responsible for his/her own success. Is an active listener.Is an active listener. Understands and cares about what drives partner’s Understands and cares about what drives partner’s

business.business. Responds well and acts on feedback.Responds well and acts on feedback. Flexible, especially when the unexpected occurs.Flexible, especially when the unexpected occurs. Trustworthy and has integrity.Trustworthy and has integrity. Seeks win-win situations and solutions.Seeks win-win situations and solutions. Understands that Partnering is a relationship of Understands that Partnering is a relationship of

interdependence.interdependence. Great Chemistry!Great Chemistry! Your TotalYour Total (1 to 100) (1 to 100) www.rigsbee.com/quiz.htmwww.rigsbee.com/quiz.htm


Accessing Your Collaborative Advantage:Accessing Your Collaborative Advantage:

• Meeting ProductionMeeting Production

• Member/Constituent EngagementMember/Constituent Engagement

• Your CareerYour Career


Collaborative Advantage in:Collaborative Advantage in:1. Meeting Production1. Meeting Production

> Co-branded/concurrent meetings> Co-branded/concurrent meetings

> Affiliate Programs/Sponsorships> Affiliate Programs/Sponsorships

> Alliances to lure client meetings> Alliances to lure client meetings

- City Wide/Multi-Property Venues- City Wide/Multi-Property Venues

- Marketing/Lead Sharing- Marketing/Lead Sharing

2. Member/Constituent Engagement2. Member/Constituent Engagement

> Relevance> Relevance

> ROI> ROI

3. Your Career3. Your Career

> Income> Income

> Seat at Executive Table> Seat at Executive Table

> Advancement> Advancement



1.1. Seven steps for developing Seven steps for developing successful collaborations.successful collaborations.

2.2. Five areas of your organization Five areas of your organization in which to build collaborative in which to build collaborative relationships. relationships.

3.3. Three behavioral keys for Three behavioral keys for collaboration successcollaboration success


Seven Steps for Developing Seven Steps for Developing Successful CollaborationsSuccessful Collaborations

1.1. Monitor Monitor (Determine Reasons and Need)(Determine Reasons and Need)2.2. Educate Educate (Cultural, Operational and Strategic (Cultural, Operational and Strategic

Differences)Differences)3.3. Select Alliance Type Select Alliance Type (Structure)(Structure)4.4. Organize Organize (Select Partner)(Select Partner)5.5. Agreement Agreement (Written is Best)(Written is Best)6.6. Implementation Implementation (Begin Activity)(Begin Activity)7.7. Maintenance Maintenance (Monitor Progress and (Monitor Progress and

Cooperation)Cooperation)


Step #1 Monitor; Determine Reasons and Step #1 Monitor; Determine Reasons and Need for CollaborationNeed for Collaboration

• EventsEvents• Share RiskShare Risk• Co-BrandingCo-Branding• Cross PromotionCross Promotion• Affinity ProgramsAffinity Programs• Fending off CompetitionFending off Competition• DistributionDistribution• Buying ParityBuying Parity• Research & TechnologyResearch & Technology• Serving National CustomerServing National Customer• Increase Service CapabilitiesIncrease Service Capabilities


Step #2 Educate; Cultural, Operational Step #2 Educate; Cultural, Operational and Strategic Differencesand Strategic Differences

• Cultural:Cultural: How compatible are the How compatible are the management teams and cultures?management teams and cultures?

• Strategic:Strategic: How well aligned are the How well aligned are the partners’ objectives?partners’ objectives?

• Operational:Operational: How complementary are the How complementary are the business models?business models?

• Why collaboration is in the best interest Why collaboration is in the best interest of the organization and the persons of the organization and the persons working for the organization…working for the organization…


• Joint Venture Joint Venture (New Organization & Identity)(New Organization & Identity)

• Strategic Alliance Strategic Alliance (Partners Retain Identities)(Partners Retain Identities)– Event Co-Branding Relationship Event Co-Branding Relationship (Duo Logos & Names)(Duo Logos & Names)– Co-MarketingCo-Marketing

• Basic AllianceBasic Alliance (Access Various Opportunities)(Access Various Opportunities)– Cross Promotion Cross Promotion

• Strategic Sourcing RelationshipStrategic Sourcing Relationship– Affiliate and/or Affinity ProgramsAffiliate and/or Affinity Programs

• Strategic Reseller RelationshipStrategic Reseller Relationship– Educational Programs, Dealers, Distributors or VARsEducational Programs, Dealers, Distributors or VARs

• Licensing AgreementsLicensing Agreements– CertificationCertification

Step #3 Select Alliance Type/StructureStep #3 Select Alliance Type/Structure


Step #4 Organize:Step #4 Organize: Partner Due DiligencePartner Due Diligence

Alliance, JV, Strategic Sourcing

Agreement

Offering Partner

Accepting Partner

Research: Suppliers,

Customers, Departmenta

l Silos, Internet All

through SWOT

Alliance Offer

Counter Offer

Research: Suppliers,

Customers, Departmenta

l Silos, Internet All

through SWOT


Step #5 AgreementStep #5 Agreement

• Legal issuesLegal issues• Tax issuesTax issues• Pricing issuesPricing issues• Payment structure Payment structure

variationsvariations• Audit rightsAudit rights• Information rightsInformation rights• Confidentiality issuesConfidentiality issues• Exclusivity variationsExclusivity variations• Performance Performance

assurancesassurances• RemediesRemedies

• Right to cure variationsRight to cure variations• Term of agreementTerm of agreement• Termination issuesTermination issues• Condition of default issuesCondition of default issues• Post-termination issuesPost-termination issues• Assignment issuesAssignment issues• Warranty & liability issuesWarranty & liability issues• Ways to hedge Ways to hedge

commitmentscommitments• Indemnification options & Indemnification options &

issuesissues


Step #6 ImplementationStep #6 Implementation

• SystemsSystems

• MeasurementsMeasurements

• Emotional ownership (champions)Emotional ownership (champions)

• Be honest about your capabilities!Be honest about your capabilities!

Ideas are just dreams without Ideas are just dreams without implementation.implementation.


Lilly Three-Person Alliance Lilly Three-Person Alliance Management TeamManagement Team

• Alliance Champion Alliance Champion – Usually a Usually a senior level executivesenior level executive charged with, among other charged with, among other

activities, to facilitate and ensure communication between activities, to facilitate and ensure communication between Lilly and its alliance partnersLilly and its alliance partners

• Alliance LeaderAlliance Leader– Technical leader, project manager or senior person with Technical leader, project manager or senior person with

intimate knowledge of alliance area of activity; intimate knowledge of alliance area of activity; responsible responsible for day-to-day leadership of the alliancefor day-to-day leadership of the alliance

• Alliance ManagerAlliance Manager– Represents the OAM, the executive’s primary duty is to Represents the OAM, the executive’s primary duty is to

support the alliance leader and support the alliance leader and act as an advocate for the act as an advocate for the alliancealliance (one person is Alliance Manager for several (one person is Alliance Manager for several alliances) alliances)


• What do you need from this What do you need from this relationship that you are relationship that you are currently not receiving?currently not receiving?

• Have you told your partner(s)?Have you told your partner(s)?

Step #7 MaintenanceStep #7 Maintenance(Monitor Progress and Cooperation)(Monitor Progress and Cooperation)


Relationship Value UpdatesRelationship Value Updates

• The value I’m getting from the The value I’m getting from the relationship.relationship.

• The Value I think you are The Value I think you are receiving.receiving.

• Improvement StrategiesImprovement Strategies


Voice of the Alliance at LillyVoice of the Alliance at Lilly

1.1. Operational Fit: CommunicationOperational Fit: Communication

2.2. Operational Fit: Decision Operational Fit: Decision MakingMaking

3.3. Operational Fit: LeadershipOperational Fit: Leadership

4.4. Operational Fit: Performance Operational Fit: Performance ManagementManagement

5.5. Operational Fit: RolesOperational Fit: Roles

6.6. Operational Fit: Operational Fit: Skills/CompetenceSkills/Competence

7.7. Operational Fit: Team Operational Fit: Team CoordinationCoordination

8.8. Operational Fit: Conflict Operational Fit: Conflict ManagementManagement

9.9. Cultural Fit: FlexibilityCultural Fit: Flexibility

10.10. Cultural Fit: Knowledge Cultural Fit: Knowledge ManagementManagement

11.11. Cultural Fit: Organizational Cultural Fit: Organizational ValuesValues

12.12. Strategic Fit: CommitmentStrategic Fit: Commitment

13.13. Strategic Fit: StrategyStrategic Fit: Strategy

14.14. Strategic Fit: Trust/FairnessStrategic Fit: Trust/Fairness


Strategic AlliancesStrategic Alliances

Supplier AlliancesSupplier Alliances Customer/Member/Stakeholder Customer/Member/Stakeholder AlliancesAlliances

Employee AlliancesEmployee Alliances

Leadership AllianceLeadership Alliance

TrustTrust

Your Collaborative Your Collaborative AdvantageAdvantage


1.1. Getting Things done vs. Being RightGetting Things done vs. Being Right

2.2. Relationship Bank DepositsRelationship Bank Deposits

3.3. Purposeful CommunicationsPurposeful Communications

Three Behavioral Keys for Three Behavioral Keys for Developing Your Collaborative Developing Your Collaborative

AdvantageAdvantage


Behavior #1Behavior #1

3 Keys for Developing Your Collaborative Advantage3 Keys for Developing Your Collaborative Advantage

Getting Things Done vs. Being RightGetting Things Done vs. Being Right


““It’s more important to be a good partner It’s more important to be a good partner and get things done, than to obsess on and get things done, than to obsess on

BEING RIGHT!”BEING RIGHT!” ––Ed RigsbeeEd Rigsbee


BehaviorBehavior #2#2Relationship Bank DepositsRelationship Bank Deposits

1.1. Getting Things Done vs. Being RightGetting Things Done vs. Being Right





Over 75 of Ed’s helpful Over 75 of Ed’s helpful articles are available for articles are available for download & Reprint at:download & Reprint at:

www.rigsbee.com/editor.htmwww.rigsbee.com/editor.htm


• EmotionalEmotional

• PhysicalPhysical–UnrestrictedUnrestricted

–ControlledControlled

–Strings AttachedStrings Attached

Relationship Bank DepositsRelationship Bank Deposits


Organization for Member/Constituent BenefitOrganization for Member/Constituent Benefit

Influence

Influence PowerPower

CollaborativeCollaborative AdversarialAdversarial


Adversarial vs. Collaborative Adversarial vs. Collaborative AttitudesAttitudes

• Short termShort term• DefensiveDefensive• Seeks to win for selfSeeks to win for self• Feels like warFeels like war• Reactive & rigidReactive & rigid

• Long-termLong-term• Seeks mutual gainsSeeks mutual gains• Sees others as partnersSees others as partners• Seeks solutions not blameSeeks solutions not blame• Open to influence & Open to influence &

flexibleflexible


Perception

““My only reality is My only reality is the conversation I the conversation I have with myself have with myself about you.” about you.” -Ed Rigsbee-Ed Rigsbee


BehaviorBehavior #3#3Purposeful Communications Purposeful Communications

for Overcoming Conflictfor Overcoming Conflict

1.1. Getting Things Done vs. Being RightGetting Things Done vs. Being Right


3.3. Purposeful CommunicationPurposeful Communication



Recent Rigsbee Research Survey

• 28% Communication • 20% Follow up/Follow through• 17% Changing the behavior of others• 9% Truth, honesty & responsibility• 8% Training issues• 5% Time compression• 5% Customer issues• 4% Conflict in dealing with personalities• 4% Conflicting goals


Communicating to Deal with Communicating to Deal with the Relationship Challengesthe Relationship Challenges

• Hidden AgendasHidden Agendas

• TrustTrust

• Unrealistic ExpectationsUnrealistic Expectations

• Poor CommunicationPoor Communication

• Culture ClashesCulture Clashes


Time’s about up. If you must go, I Time’s about up. If you must go, I understand. Planners, if you can understand. Planners, if you can stay a bit longer…I’ve got some stay a bit longer…I’ve got some great member engagement and great member engagement and planner career information that planner career information that will be valuable to you. Thanks,will be valuable to you. Thanks,


Meeting Professional Meeting Professional Career AccelerationCareer Acceleration

Yes, You Can Do Better!Yes, You Can Do Better!


Participants include: association executive directors, other upper level association Participants include: association executive directors, other upper level association executives and presidents of association management companies. Some were executives and presidents of association management companies. Some were interviewed by telephone and most responded to an e-mail survey request.interviewed by telephone and most responded to an e-mail survey request.

December ‘04/January ’05 Meeting Planner December ‘04/January ’05 Meeting Planner Survey of Association ExecutivesSurvey of Association Executives

1.1. How easily replaceable are meeting planners? How easily replaceable are meeting planners? 2.2. In general, based on your experience, how effective are In general, based on your experience, how effective are

meeting planners in your opinion?meeting planners in your opinion?3.3. What is the biggest hurdle for an association meeting What is the biggest hurdle for an association meeting

planner to overcome in order to move up into the planner to overcome in order to move up into the association's executive ranks?association's executive ranks?

4.4. If a seasoned meeting planner were sitting across from If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, you asking what they needed to do in order to move up, what would be your advice to them?what would be your advice to them?


Winter ’04-’05 Meeting Planner Survey of Winter ’04-’05 Meeting Planner Survey of Association ExecutivesAssociation Executives

Question #1. How easily Question #1. How easily replaceable are meeting planners? replaceable are meeting planners? 10 means easily replaced. 10 means easily replaced.

Score: 5.9Score: 5.9 (from 73 responses)(from 73 responses)


December ‘04/January ’05 Meeting Planner December ‘04/January ’05 Meeting Planner Survey of Association ExecutivesSurvey of Association Executives

Question #2. In general, based on Question #2. In general, based on your experience, how effective are your experience, how effective are meeting planners in your opinion? meeting planners in your opinion? 10 means very effective. 10 means very effective.

Score: 7.7Score: 7.7 (from 73 responses)(from 73 responses)


Question #3. What is the biggest hurdle for an Question #3. What is the biggest hurdle for an association meeting planner to overcome in order to association meeting planner to overcome in order to move up into the association's executive ranks?move up into the association's executive ranks?

• Business skills: Budgeting & Business skills: Budgeting & Financial understandingFinancial understanding

• Strategic thinking rather than Strategic thinking rather than logistical thinkinglogistical thinking

• Seeing the big pictureSeeing the big picture


Question #4. If a seasoned meeting Question #4. If a seasoned meeting planner were sitting across from you planner were sitting across from you asking what they needed to do in order to asking what they needed to do in order to move up, what would be your advice to move up, what would be your advice to them?them?

Answers in Your Report Answers in Your Report (for the first 33 planners with (for the first 33 planners with

coupon)coupon)


Donn Eurich, CAE, CMP & Association Donn Eurich, CAE, CMP & Association Management Company President Suggests:Management Company President Suggests:

• Get your CAE (Just having a CMP may Get your CAE (Just having a CMP may pigeon-hole you)pigeon-hole you)

• Emphasize in your resume the non-education Emphasize in your resume the non-education related things that you have donerelated things that you have done

• Get hands-on experience in areas other than Get hands-on experience in areas other than meeting planningmeeting planning

• Understand finances and demonstrate your Understand finances and demonstrate your accounting knowledge (especially a profit & accounting knowledge (especially a profit & loss statement)loss statement)


For Member EngagementFor Member EngagementDo the Member Value ProcessDo the Member Value Process

• Member ROIMember ROI

• Member RetentionMember Retention

• Member RecruitmentMember Recruitment

Pass Your Card Forward to Win a DVDPass Your Card Forward to Win a DVD


NADCA Member ValueNADCA Member Value• Web Referrals - $2000Web Referrals - $2000• Sets industry standards Sets industry standards

$2000$2000• Access to products at Access to products at

Tradeshow $1000Tradeshow $1000• Opportunity to bid on jobs Opportunity to bid on jobs

that require to clean to that require to clean to NADCA standards, including NADCA standards, including Value with certification Value with certification $20000$20000

• Referrals from hardware store Referrals from hardware store partners $1000partners $1000

• Education $500Education $500• Networking $5000Networking $5000• Magazine $50Magazine $50• Legitimizes & creates prestige Legitimizes & creates prestige

& Confidence & & Confidence & professionalism $5000professionalism $5000

• Uncle Sam pays for part of Uncle Sam pays for part of vacation $500vacation $500

• Consumer education via website Consumer education via website $1000$1000

• Legislative issues $5000Legislative issues $5000• NADCA marketing materials, NADCA marketing materials,

including NADCA standards to including NADCA standards to help educate clients $1500help educate clients $1500

• Business management issues Business management issues $1000$1000

• Interface with other industry Interface with other industry related associations $5000related associations $5000

• Membership cost $3,000Membership cost $3,000• Member value $50,550Member value $50,550


AverageAverage** Specific Value from Specific Value from AssociationsAssociations

• Training & EducationTraining & Education– Range: $500 to $4,000Range: $500 to $4,000– Average: $1,857Average: $1,857

• Industry Specific Research, Regulatory & CodeIndustry Specific Research, Regulatory & Code– Range: $1,000 to $4,750Range: $1,000 to $4,750– Average: $2,596Average: $2,596

• NetworkingNetworking– Range: $200 to $10,000Range: $200 to $10,000– Average: $4,029Average: $4,029

• Professional Recognition, Image & CredibilityProfessional Recognition, Image & Credibility– Range: $200 to $5,000Range: $200 to $5,000– Average: $1,507Average: $1,507

www.rigsbee.com/association.htmwww.rigsbee.com/association.htm* Information averaged in 2006* Information averaged in 2006


ASQ Three-Year Member ValueASQ Three-Year Member Value

www.rigsbee.com/association.htmwww.rigsbee.com/association.htm

ASQ Value Item 2005-1 2005-2 2006-1 2006-2 2007-1 2007-2 Average/#

Recognized Certification 3000 1000 5000 1000 3000 2500 $2,583/6

Networking 2500 500 1000 2500 500 100 $1,183/6

Training 100 250 2500 2500 500 500 $1,058/6

Sections 500 500 1000 2500 250 1500 $1,042/6

Opportunities for Involvement & Leadership

1000 100 500 Included in

Section

200 2500 $860/5

Credibility with Customers Not rated

250 100 0 750 250 $600/5

Divisions/Forums 500 Not rated

500 50 500 750 $460/5

Total ASQ Member Value Determined

8100 5150 14919 13550 9750 11550 $10,503/6


ASQ Member ROIASQ Member ROI

A grand total of $63,019, divided by the six sessions, A grand total of $63,019, divided by the six sessions, equals $10,503 average yearly sustainable real dollar equals $10,503 average yearly sustainable real dollar value that ASQ members receive. Divide the $10,503 value that ASQ members receive. Divide the $10,503 yearly member value by the $200 yearly membership yearly member value by the $200 yearly membership investment and you get 53 times the ROI. investment and you get 53 times the ROI.

www.rigsbee.com/association.htmwww.rigsbee.com/association.htm

Rounded off, members get $50 dollars in return Rounded off, members get $50 dollars in return

for every $1 invested in ASQ membership.for every $1 invested in ASQ membership.


Ideas Are Just Dreams, Without Implementation! Ideas Are Just Dreams, Without Implementation!

Business Is About Results, Not Excuses! Business Is About Results, Not Excuses!

Yes, You Can Do Better!Yes, You Can Do Better!



1.1. 7 steps for developing successful 7 steps for developing successful collaborations. collaborations.

2.2. 5 areas of your organization in 5 areas of your organization in which to build collaborative which to build collaborative relationships.relationships.

3.3. 3 behavioral keys for 3 behavioral keys for collaboration successcollaboration success

Review…Review…


7 Steps for Developing 7 Steps for Developing Successful CollaborationsSuccessful Collaborations

1.1. MonitorMonitor

2.2. EducateEducate

3.3. Select Alliance Type Select Alliance Type

4.4. Organize Organize

5.5. AgreementAgreement

6.6. ImplementationImplementation

7.7. MaintenanceMaintenance

Review…Review…


5 Areas in Your Organization to 5 Areas in Your Organization to Build Collaborative RelationshipsBuild Collaborative Relationships

• LeadershipLeadership

• Employees/StaffEmployees/Staff

• Customers/MembersCustomers/Members

• SuppliersSuppliers

• External AlliancesExternal Alliances

Review…Review…


1.1. Getting Things done vs. Being RightGetting Things done vs. Being Right



Review…Review…

3 Behavioral Keys for Developing 3 Behavioral Keys for Developing Your Collaborative AdvantageYour Collaborative Advantage


To Book Ed Rigsbee, CSP for To Book Ed Rigsbee, CSP for your next meeting, please call your next meeting, please call

800-839-1520, email to: 800-839-1520, email to: [email protected] or visit: [email protected] or visit:

www.Rigsbee.comwww.Rigsbee.com

Your Collaborative Advantage

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