1	Strategic Relationship Building Jovi Zalamea Manila 9 July 2005
2	Excerpt from Film
3	Why Strategic Relationship Building? Allows differentiation from competition Sets up barriers to entry for your competitors Gives you first crack at client's business
4	Why Strategic Relationship Building? Higher probability for profitable negotiated deals Increases potential for repeat business Creates new business opportunities for you Enhances personal satisfaction: making a difference to your client's business
5	What are Strategic Relationships? Client relationships which have significant and distinct importance for your overall business and vice versa
6	Types of Strategic Relationships Revenue relationships which generate an important part of your overall revenue Association relationships with whom your association is accretive to your overall business relationships which are instrumental in building other relationships high profile; standard setting relationships
7	Prospecting Strategic Relationships
8	Prospecting Strategic Relationships Understand challenges and rewards of going after client types match core competency with challenges tackled coverage conflicts communicate high risk strategies with management
9	Prospecting Strategic Relationships Start-up relationships: growing with your clients invest smartly on new relationships evidence of success in their backgrounds discipline in investing: can yield results in 5+ years broad thinking: always think of possibilities
10	Excerpt from Film
11	Investing in relationships: long-term greed Being a strategic partner: helping the client define and implement strategy The Share of Mind Solutions orientation vs product orientation
12	Achieving client intimacy “Goldman Sachs maintains exceedingly close client relations … that enables the firm to respond quickly to changing client needs and stay abreast of the deluge of innovations in the industry.” From “The Culture of Success” “Close client contacts gave Goldman Sachs proprietary information which in turn allowed the firm to tailor products and services which would then earn a premium.” Peter Mathias Vice President, Goldman Sachs From “The Culture of Success”
13	Achieving client intimacy Warren Buffet on Byron Trott, a Goldman Sachs Managing Director who covers the Berkshire account, quoted from Berkshire Hathaway’s 2003 Letter to Shareholders: "I should add that Byron has been instrumental in 3 Berkshire acquisitions. He understands Berkshire far better than any investment banker with whom we have talked - and it hurts me to say this - earns his fee. I'm looking forward to deal number 4."
14	Strategic innovation Strategic relationships may drive the need for innovation Driven by client focus Proactive approach to changing business environment Preserves competitive barriers to entry
15	Excerpt from Film
16	Finding common ground: creating a forum for communication Human contact Key Decision Maker Corporate Board Advisers Creating situations Style considerations
17	Delivering your firm's resources and results The right resources; the right amount Quality control Follow through repeat business and references Client feedback evaluation communication: client has to know and feel they are a strategic client Client's perception of you Client has a world view of what your company is: may or may not coincide with reality or what you aspire to be
18	Strategic approach to relationship building is not for everyone Need to be cultural Long-term vs short-term thinking The importance of investing Integrity of quality: post-transaction servicing
19	Excerpt from Film