Why a strategic partnership with a vendor may be unrealistic
Conclusion: The entering of a strategic partnership with a client or prospect by a major vendor, e. g. more than $50k paid p. a., is aimed at convincing them that mutual benefits such as helping them gain a competitive advantage or achieving major cost reductions, will accrue. When pressed on the likely benefits to the vendor, and assuming no financial equity is involved, one tactic some vendors use is to propose participation in a prestigious early software support program to jointly enhance their market image.
About The Advisor
Alan Hansell
Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.