Here's the good news: it's pretty straightforward to stand out as a good marketing partner. Here's the bad news: You have to be well-organized, dilligent, and consciencious. Also: It's hard work.
All I can write is what I know, what's worked for me. I'm definitely not good at doing all these things all the time and sometimes I fail--as do the many excellent people I work with, which is why being forgiving is critical trait for success.
But working in this space over time, I've seen that if you can be consistent -- not perfect -- in these areas, you'll be more successful than not. You'll also attract better people and companies to partner with.
Do what you say
Don't say you're doing to do something by a certain time and then not do it. Don't offer up a communication component in your partner program and then leave it out when it comes time to execute. Do what you say and say what you do.
This is really about organization, not honesty. Most people are honest in their dealings. But you need to keep track of your commitments and then execute.
If you're going to miss a deadline (as we all do from time to time) send up a flare in advance. Let your partner know the miss is coming, and reach out share the date and time when you will deliver on your commitment. You'll be forgiven fare more often than not.
Exceed expectations in unanticipated ways. Leave yourself some wiggle room to overperform. Deliver ahead of schedule, or offer some extra value that maybe you didn't put on the table as part of the core negotiation.
Give more than people expect and you'll get more back than you expect. Very simple.
Hand-write thank you notes
This is a trick I learned from a former boss. No one does this anymore, because it's a pain. You need stamps, thank you cards, a decent pen, and penmanship that doesn't resemble hieroglyphics. So much easier to dash off an email -- which is why everyone sends the email.
I'm not always great about doing this, but when I do, it always has a positive effect. Try it five times and see what happens.
I'm an introvert at times, which is unique amongst many of my peers in partnership marketing. It also gives me an advantage. Because I'm not trying to dominate the conversation, I'm more inclined to hear what the other person says.
So just stop talking. Ask good questions and hear the replies. You will craft a better partnership program and build more trust when you really hear what the other person is saying. They will see it in your actions, which will better align to their needs and goals. Listening pays off.
Understand your partner's business
Listening to your marketing partner is critical here, but so is a little research on your part. The internet is your friend. Read the partner's web content. What is their USP? Read customer reviews. Understand who else plays in their space.
In some ways, you're acting as an ad agency for your partner by providing them with marketing opportunities. Know their business and you will serve it better. Much better.
Understand what you accelerate
The only reason to enter a marketing partnership is to either accelerate or deliver more efficiently business growth and/or customer value. What are you bringing to the table that creates velocity for your partner? Why aren't they just doing it on their own? Think this through and be able to articulate it clearly and simply.
Jointly define success
You've put a new deal in place. You have your marketing plan and your action plan and you're ready to run. Where's the finish line? And is your partner's finish line in the same place as yours? How will you measure pace along the way to know if things are going well? Jointly agree on a set of metrics -- revenue, service level markers, lead conversion, whatever -- that sets a common and objective definition of success.
Be open to new ideas and alternate ways of doing things. The best way to say yes and to be open to trying new things is to minimize risk -- the risk of wasting money, yes, but also wasting time. Develop a simple-to-implement testing framework that lets you address a subset of customers and see if it works. Your testing framework should let you ramp up and ramp down quickly. Sometimes we say no because doing a program seems like a ton of work and the return is uncertain. You can miss big opportunities that way, however. So set up your nimble marketing lab and always have petri dishes with interesting things growing in them. Some will grow bold and bright. Some you'll just toss in the trash. But you'll never blow up the whole building if you have your lab set up and experiment correctly.
Sometimes it's just wrong for your customers, for your partnership strategy and capabilities, or for your company. And then you need to politely say no and move on. But in order to differentiate between what belongs in the testing lab and what belongs in someone else's lab, you must have a deep understanding of your customers, partnership strategy and program capabilities. Being able to say no quickly is a gift -- to yourself, your team and also to the other party, who, when you say no for the right reasons, will be given time and energy to work on something that will be more successful.
Be forgiving. Sometimes.
We all make mistakes. So forgive occasional transgressions and just move forward. Forgiving comes with caveats, however. Don't forgive patterns of mistakes -- the same issues over and over. And don't forgive bad or subversive behavior.
If you do forgive people for the same issues over and over, or tolerate unseemly behavior, then you get what you deserve: misery and a big drain on your time and energy. Know the difference between when to forgive and when to simply move on. When it's time to move on, do so without drama.
Building great partnership marketing relationships isn't complicated. But it does take organization, strategy, and consistency. Start there and you'll have a strong foundation for your programs.