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Copyright 2007  Rigsbee Research Your Collaborative Advantage By Ed Rigsbee, CSP 3595 Old Conejo Road Thousand Oaks, CA 91320

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Presentation on theme: "Copyright 2007  Rigsbee Research Your Collaborative Advantage By Ed Rigsbee, CSP 3595 Old Conejo Road Thousand Oaks, CA 91320"— Presentation transcript:

1 Copyright 2007  Rigsbee Research Your Collaborative Advantage By Ed Rigsbee, CSP 3595 Old Conejo Road Thousand Oaks, CA

2 Copyright 2007  Rigsbee Research “What Kind of a Partner am I?” Assign each a 1 to 10 rating and total:  Wants to win.  Responsible for his/her own success.  Is an active listener.  Understands and cares about what drives partner’s business.  Responds well and acts on feedback.  Flexible, especially when the unexpected occurs.  Trustworthy and has integrity.  Seeks win-win situations and solutions.  Understands that Partnering is a relationship of interdependence.  Great Chemistry!  Your Total (1 to 100)

3 Copyright 2007  Rigsbee Research Accessing Your Collaborative Advantage: Meeting ProductionMeeting Production Member/Constituent EngagementMember/Constituent Engagement Your CareerYour Career

4 Copyright 2007  Rigsbee Research Collaborative Advantage in: 1. Meeting Production > Co-branded/concurrent meetings > Affiliate Programs/Sponsorships > Alliances to lure client meetings - City Wide/Multi-Property Venues - Marketing/Lead Sharing 2. Member/Constituent Engagement > Relevance > ROI 3. Your Career > Income > Seat at Executive Table > Advancement

5 Copyright 2007  Rigsbee Research Your Collaborative Advantage 1.Seven steps for developing successful collaborations. 2.Five areas of your organization in which to build collaborative relationships. 3.Three behavioral keys for collaboration success

6 Copyright 2007  Rigsbee Research Seven Steps for Developing Successful Collaborations 1.Monitor (Determine Reasons and Need) 2.Educate (Cultural, Operational and Strategic Differences) 3.Select Alliance Type (Structure) 4.Organize (Select Partner) 5.Agreement (Written is Best) 6.Implementation (Begin Activity) 7.Maintenance (Monitor Progress and Cooperation)

7 Copyright 2007  Rigsbee Research Step #1 Monitor; Determine Reasons and Need 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

8 Copyright 2007  Rigsbee Research Step #2 Educate; Cultural, Operational and Strategic Differences Cultural: How compatible are the management teams and cultures?Cultural: How compatible are the management teams and cultures? Strategic: How well aligned are the partners’ objectives?Strategic: How well aligned are the partners’ objectives? Operational: How complementary are the business models?Operational: How complementary are the business models? Why collaboration is in the best interest of the organization and the persons working for the organization…Why collaboration is in the best interest of the organization and the persons working for the organization…

9 Copyright 2007  Rigsbee Research Joint Venture (New Organization & Identity)Joint Venture (New Organization & Identity) Strategic Alliance (Partners Retain Identities)Strategic Alliance (Partners Retain Identities) –Event Co-Branding Relationship (Duo Logos & Names) –Co-Marketing Basic Alliance (Access Various Opportunities)Basic Alliance (Access Various Opportunities) –Cross Promotion Strategic Sourcing RelationshipStrategic Sourcing Relationship –Affiliate and/or Affinity Programs Strategic Reseller RelationshipStrategic Reseller Relationship –Educational Programs, Dealers, Distributors or VARs Licensing AgreementsLicensing Agreements –Certification Step #3 Select Alliance Type/Structure

10 Copyright 2007  Rigsbee Research Step #4 Organize: Partner 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

11 Copyright 2007  Rigsbee Research Step #5 Agreement Legal issuesLegal issues Tax issuesTax issues Pricing issuesPricing issues Payment structure variationsPayment structure variations Audit rightsAudit rights Information rightsInformation rights Confidentiality issuesConfidentiality issues Exclusivity variationsExclusivity variations Performance assurancesPerformance assurances 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 commitmentsWays to hedge commitments Indemnification options & issuesIndemnification options & issues

12 Copyright 2007  Rigsbee Research Step #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 implementation.

13 Copyright 2007  Rigsbee Research Lilly Three-Person Alliance Management Team Alliance ChampionAlliance Champion –Usually a senior level executive charged with, among other activities, to facilitate and ensure communication between Lilly and its alliance partners Alliance LeaderAlliance Leader –Technical leader, project manager or senior person with intimate knowledge of alliance area of activity; responsible for day-to-day leadership of the alliance Alliance ManagerAlliance Manager –Represents the OAM, the executive’s primary duty is to support the alliance leader and act as an advocate for the alliance (one person is Alliance Manager for several alliances)

14 Copyright 2007  Rigsbee Research What do you need from this relationship that you are currently not receiving?What do you need from this relationship that you are currently not receiving? Have you told your partner(s)?Have you told your partner(s)? Step #7 Maintenance (Monitor Progress and Cooperation)

15 Copyright 2007  Rigsbee Research Relationship Value Updates The value I’m getting from the relationship.The value I’m getting from the relationship. The Value I think you are receiving.The Value I think you are receiving. Improvement StrategiesImprovement Strategies

16 Copyright 2007  Rigsbee Research Voice of the Alliance at Lilly 1.Operational Fit: Communication 2.Operational Fit: Decision Making 3.Operational Fit: Leadership 4.Operational Fit: Performance Management 5.Operational Fit: Roles 6.Operational Fit: Skills/Competence 7.Operational Fit: Team Coordination 8.Operational Fit: Conflict Management 9.Cultural Fit: Flexibility 10.Cultural Fit: Knowledge Management 11.Cultural Fit: Organizational Values 12.Strategic Fit: Commitment 13.Strategic Fit: Strategy 14.Strategic Fit: Trust/Fairness

17 Copyright 2007  Rigsbee Research Strategic Alliances Supplier Alliances Customer/Member/Stakeholder Alliances Employee Alliances Leadership Alliance Trust Your Collaborative Advantage

18 Copyright 2007  Rigsbee Research 1. Getting Things done vs. Being Right 2. Relationship Bank Deposits 3. Purposeful Communications Three Behavioral Keys for Developing Your Collaborative Advantage

19 Copyright 2007  Rigsbee Research Behavior #1 3 Keys for Developing Your Collaborative Advantage Getting Things Done vs. Being Right

20 Copyright 2007  Rigsbee Research “It’s more important to be a good partner and get things done, than to obsess on BEING RIGHT!” –Ed Rigsbee

21 Copyright 2007  Rigsbee Research Behavior #2 Relationship Bank Deposits 1.Getting Things Done vs. Being Right 2.Relationship Bank Deposits 3.Purposeful Communications 3 Keys for Developing Your Collaborative Advantage

22 Copyright 2007  Rigsbee Research Over 75 of Ed’s helpful articles are available for download & Reprint at:

23 Copyright 2007  Rigsbee Research EmotionalEmotional PhysicalPhysical –Unrestricted –Controlled –Strings Attached Relationship Bank Deposits

24 Copyright 2007  Rigsbee Research Organization for Member/Constituent Benefit Influence Power CollaborativeAdversarial

25 Copyright 2007  Rigsbee Research Adversarial vs. Collaborative Attitudes 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 & flexibleOpen to influence & flexible

26 Copyright 2007  Rigsbee Research Perception “My only reality is the conversation I have with myself about you.” -Ed Rigsbee

27 Copyright 2007  Rigsbee Research Behavior #3 Purposeful Communications for Overcoming Conflict 1.Getting Things Done vs. Being Right 2.Relationship Bank Deposits 3.Purposeful Communication 3 Keys for Developing Your Collaborative Advantage

28 Copyright 2007  Rigsbee Research 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

29 Copyright 2007  Rigsbee Research Communicating to Deal with the Relationship Challenges Hidden Agendas Hidden Agendas Trust Trust Unrealistic Expectations Unrealistic Expectations Poor Communication Poor Communication Culture Clashes Culture Clashes

30 Copyright 2007  Rigsbee Research Time’s about up. If you must go, I understand. Planners, if you can stay a bit longer…I’ve got some great member engagement and planner career information that will be valuable to you. Thanks,

31 Copyright 2007  Rigsbee Research Meeting Professional Career Acceleration Yes, You Can Do Better!

32 Copyright 2007  Rigsbee Research Participants include: association executive directors, other upper level association executives and presidents of association management companies. Some were interviewed by telephone and most responded to an survey request. December ‘04/January ’05 Meeting Planner Survey of Association Executives 1.How easily replaceable are meeting planners? 2.In general, based on your experience, how effective are meeting planners in your opinion? 3.What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks? 4.If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them?

33 Copyright 2007  Rigsbee Research Winter ’04-’05 Meeting Planner Survey of Association Executives Question #1. How easily replaceable are meeting planners? 10 means easily replaced. Score: 5.9 (from 73 responses)

34 Copyright 2007  Rigsbee Research December ‘04/January ’05 Meeting Planner Survey of Association Executives Question #2. In general, based on your experience, how effective are meeting planners in your opinion? 10 means very effective. Score: 7.7 (from 73 responses)

35 Copyright 2007  Rigsbee Research Question #3. What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks? Business skills: Budgeting & Financial understandingBusiness skills: Budgeting & Financial understanding Strategic thinking rather than logistical thinkingStrategic thinking rather than logistical thinking Seeing the big pictureSeeing the big picture

36 Copyright 2007  Rigsbee Research Question #4. If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them? Answers in Your Report (for the first 33 planners with coupon)

37 Copyright 2007  Rigsbee Research Donn Eurich, CAE, CMP & Association Management Company President Suggests: Get your CAE (Just having a CMP may pigeon-hole you)Get your CAE (Just having a CMP may pigeon-hole you) Emphasize in your resume the non-education related things that you have doneEmphasize in your resume the non-education related things that you have done Get hands-on experience in areas other than meeting planningGet hands-on experience in areas other than meeting planning Understand finances and demonstrate your accounting knowledge (especially a profit & loss statement)Understand finances and demonstrate your accounting knowledge (especially a profit & loss statement)

38 Copyright 2007  Rigsbee Research For Member Engagement Do the Member Value Process Member ROIMember ROI Member RetentionMember Retention Member RecruitmentMember Recruitment Pass Your Card Forward to Win a DVD

39 Copyright 2007  Rigsbee Research NADCA Member Value Web Referrals - $2000Web Referrals - $2000 Sets industry standards $2000Sets industry standards $2000 Access to products at Tradeshow $1000Access to products at Tradeshow $1000 Opportunity to bid on jobs that require to clean to NADCA standards, including Value with certification $20000Opportunity to bid on jobs that require to clean to NADCA standards, including Value with certification $20000 Referrals from hardware store partners $1000Referrals from hardware store partners $1000 Education $500Education $500 Networking $5000Networking $5000 Magazine $50Magazine $50 Legitimizes & creates prestige & Confidence & professionalism $5000Legitimizes & creates prestige & Confidence & professionalism $5000 Uncle Sam pays for part of vacation $500Uncle Sam pays for part of vacation $500 Consumer education via website $1000Consumer education via website $1000 Legislative issues $5000Legislative issues $5000 NADCA marketing materials, including NADCA standards to help educate clients $1500NADCA marketing materials, including NADCA standards to help educate clients $1500 Business management issues $1000Business management issues $1000 Interface with other industry related associations $5000Interface with other industry related associations $5000 Membership cost $3,000Membership cost $3,000 Member value $50,550Member value $50,550

40 Copyright 2007  Rigsbee Research Average * Specific Value from Associations Training & EducationTraining & Education –Range: $500 to $4,000 –Average: $1,857 Industry Specific Research, Regulatory & CodeIndustry Specific Research, Regulatory & Code –Range: $1,000 to $4,750 –Average: $2,596 NetworkingNetworking –Range: $200 to $10,000 –Average: $4,029 Professional Recognition, Image & CredibilityProfessional Recognition, Image & Credibility –Range: $200 to $5,000 –Average: $1,507 * Information averaged in 2006

41 Copyright 2007  Rigsbee Research ASQ Three-Year Member Value ASQ Value Item Average/# Recognized Certification $2,583/6 Networking $1,183/6 Training $1,058/6 Sections $1,042/6 Opportunities for Involvement & Leadership Included in Section $860/5 Credibility with Customers Not rated $600/5 Divisions/Forums500 Not rated $460/5 Total ASQ Member Value Determined $10,503/6

42 Copyright 2007  Rigsbee Research ASQ Member ROI A grand total of $63,019, divided by the six sessions, equals $10,503 average yearly sustainable real dollar value that ASQ members receive. Divide the $10,503 yearly member value by the $200 yearly membership investment and you get 53 times the ROI. Rounded off, members get $50 dollars in return for every $1 invested in ASQ membership.

43 Copyright 2007  Rigsbee Research 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!

44 Copyright 2007  Rigsbee Research Your Collaborative Advantage 1.7 steps for developing successful collaborations. 2.5 areas of your organization in which to build collaborative relationships. 3.3 behavioral keys for collaboration success Review…

45 Copyright 2007  Rigsbee Research 7 Steps for Developing Successful Collaborations 1.Monitor 2.Educate 3.Select Alliance Type 4.Organize 5.Agreement 6.Implementation 7.Maintenance Review…

46 Copyright 2007  Rigsbee Research 5 Areas in Your Organization to Build Collaborative Relationships LeadershipLeadership Employees/StaffEmployees/Staff Customers/MembersCustomers/Members SuppliersSuppliers External AlliancesExternal Alliances Review… 

47 Copyright 2007  Rigsbee Research 1. Getting Things done vs. Being Right 2. Relationship Bank Deposits 3. Purposeful Communications Review… 3 Behavioral Keys for Developing Your Collaborative Advantage

48 Copyright 2007  Rigsbee Research To Book Ed Rigsbee, CSP for your next meeting, please call , to: or visit:


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