6. 16 . 09
The Power of Strategic Alliances
Last Saturday, I spent the day in Memphis, TN ( yes, the famed home of Elvis ) at a small but potentially very important convention. Over the last few months, I had forged a relationship with an association of individuals who own Pilatus Airplanes. For the uninformed, a Pilatus is a Swiss-made, state of the art, single-engine aircraft. This owner association consists, obviously, of people who own these planes, many of whom also love to pilot their own planes, i.e. they have a passion for flight.
Nice to know right, but what’s the point? Strategic alliance.
Although Memphis offered some amazing BBQ ribs ( A&C was amazing! ), I was there to forge a strategic alliance between the Pilatus Owners and Pilot’s Association (POPA) and our client, Turks & Caicos Sporting Club. The purpose was not to eat ribs or sit at a convention, but instead to bring the two brands together in a logical and natural alliance–and it worked.
I use this story to illustrate a marketing strategy that few firms really understand–the strategic alliance.
In its most basic sense, an alliance can be formed with a simple sponsorship, where logos or other identities are linked. At the other end is the true partnership where the two brands borrow equity from each other and speak to the market jointly or on each other’s behalf. This “halo” or endorsement effect can accelerate interest and acceptance of a brand among the “borrowed” audience. A good idea in today’s economic climate, right? Right!
Of course it’s not quite that easy. The match or alliance must make sense in the mind of the market. The organizations must be compatible in their perceived cultures and the alliance of their products or service must be logical.
In this case, the alliance between an organization of passionate aviators who fly around in sophisticated airplanes and a private island development having the longest private runway in the Caribbean. Get it?
Now, let’s talk about the role that the marketing company plays in the whole thing. Quite honestly, it’s not as easy as calling up POPA and saying, “Hello, we want to speak to your members…” The formation of the alliance requires a process that begins with the identification and research into compatible brands. From there, the dialogue begins, to look for the appropriate chemistry, level of commitment and actions that can be implemented. Once that’s accomplished, the network effect occurs, and the brands begin to benefit from the direct association.
The benefits can be measured in several ways, from brand awareness to lead generation. The effect can be swift but it is also long lasting.
So, while Facebook is awesome to share pictures of your kids and Twitter is great if you want to know when I’m going to lunch, the strategic alliance and its wildly out of control child, the sponsorship, are really one of the least understood yet potentially most effective marketing strategies during these trying economic conditions.

