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Results for: Partnerships

I've been a commercial real estate broker for 5 years now and have ventured into a handful of business partnerships - some have worked and some have nearly ruined me. What I find, on a surface level, is that you must absolutely share the same VALUES and MISSION as your potential partner. Having e...

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Interesting question - But one that (for me) requires additional information for me to give input: -What kind of "partnership" are you interested in? (i.e. Strategic Partnership where you work together for mutual benefit) -What is the intended / desired outcome for you? Why are you seeking comp...

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Do these people have any shares in the business or are they contractors only? If they are contractors and will remain so, I think you as the company owner have control over how the commissions are split. I'm not a lawyer so I can't say for sure and this is not legal advice. I would start with ...

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I think the closest analogy would be - the same way you're flirting with a girl. Like, if you know she's really interested you call the next day. If she's not then you "play hard to get" and wait the standard 3 days. You have to look at their indicators of interest, whether there's a specific ti...

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Hello! You have to ask yourself: Why I need a business partner? What value this partner can bring to my business? How much this value costs? Does he/she shares the same values and has same vision like I do? According to answers you can prepare a nice offer and a small presentation. But do not for...

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Hi, I've helped people buy and sell businesses for years and have helped people dissolve and create partnerships and raise capital. When you take on a partner, you're selling a piece of a business. Either the one you have now or the one you hope to grow into. The question is, 'what do you expec...

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The best way to test a person's talent is to put them to work in the reality of your business. If these folks are all onboard for being partners, promise to give them a cut of all deals they bring in. Structure the plan so that the contract lasts three months. Then, let them prove themselves and...

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Captain Obvious: "Meet the KPIs." In addition: - don't give them the secret sauce, what makes you "you" - do things they don't want to do - demonstrate positive ROI. Keep the details of your technical expertise, how you do what you do, to yourself. That way they won't be able to simply hire ...

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By connecting with people, talking to them, building momentum, and investing enough time to explore goodness of fit. Don't be in haste to onboard one as you would encounter too many "Yes-Sir" and "Me-Too" kind of guys. But, in a long run it's pragmatic thinking and synchronization of vision that ...

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If you are really investing in a strategic partner (one that will provide mutual benefit in the end, either in terms of revenues, access to financing or other resources) then revenue sharing isn't absolutely necessary. In the partnerships I help to form, they are often around shared value (http:/...

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