It’s one thing to sell to customers—it’s another to negotiate with business partners, corporate lawyers and investors. In this Entrepreneurship 101 lecture, we discuss the art of the sale in depth and give tips and tricks on how you can succeed when negotiating with various stakeholders. Key topics covered: Partnerships, corporate agreements and negotiating.

2. Art
of
the
Deal
101:
Notes
from
the
Trenches
Bill
Mohri
President,
M
Consul2ng
Advisor,
MaRS
Feb
24,
2016

3. Agenda
• Introduc2on
• Why
Partnerships
• Deal
Do’s
and
Don’ts
• Conclusion

4. M
Consul:ng:
Our
Offering
INSIGHT
ACTION
An
enterprising
approach
to
ac2va2on
strategies
that
are
pragma2c,
and
results
oriented
Relentless
probing
and
dis2lla2on
of
facts
into
insights
and
ac2onable
strategies
1
Helping
founders
and
start
ups
grow
their
businesses
and
aEract
investor
interest
through
successful
marke:ng
strategies,
partnership
strategy
and
execu:on,
and
revenue
forecast
&
alignment.

5. M
Consul:ng:
Our
Select
Clients
1

6. Why
Partnerships
• They
can
be
used
as
a
growth
‘hack’
to
increase
speed
to
growth.
They
are
typically
used
to
gain
access
to
resources,
brands,
markets,
tech
or
lower
costs/scale
• Increasingly
MNEs
are
partnering
with
smaller
en22es
to
explore
new
business
lines
or
to
acquire
R&D,
and
should
be
explored
cau2ously
by
the
start
up
due
to
the
contradictory
strategic
intent
–
MNEs
view
these
as
short-­‐term
solu2ons
and
start
ups
should
view
these
as
longer-­‐term
solu2ons.
• Partnerships
can
be
in
the
form
of
alliances,
JVs,
and
acquisi2ons

7. Why
Partnerships
For
all
the
excitement,
partnerships
aren’t
a
guaranteed
path
to
success.
April
21,
2011
July
8,
2015

8. Deal
Due
Diligence
You
can
beat
the
odds
for
a
successful
partnership
with
the
following:
Structure
• Separate
the
process
into
func2onal
por2ons
so
the
en2re
team
has
input
• Ensure
appropriate
leadership,
incen2ves,
tracking
and
2me
for
partner
integra2on
• Place
your
most
senior
staff
on
these,
with
the
project
leader
being
the
strongest
in
understanding
your
culture
and
internal
processes
Metrics
• Ensure
appropriate
leadership,
incen2ves,
tracking
and
2me
for
partner
integra2on
• Create
robust,
integra2ve
tracking
metrics
to
measure
the
predic2ve
health
of
the
partnership
• Agree
that
failure
to
partner
is
a
win
• Force
strategically
similar
ideas
and
calculate
the
rela2onal
difference
between
the
op2ons
• Partner
against
your
core
business
• Benefits
should
be
exclusive
of:
improved
customer
sa2sfac2on;
new
customer
adop2on,
or
higher
revenues
–
within
a
12-­‐mnth
period
Strategy

9. Deal
Prep
and
Execu:on:
Expecta:on
SePng
SAMPLE

10. Deal
Due
Diligence
And
by
se`ng
expecta2ons
in
phasing
and
2ming
the
work:
C
Assign
Strategic
Need
Strategically
Similar
Op2ons
Sector/Mkt
Selec2on
Ideal
Partner
Profile
Outreach
NDA
Ini2al
Nego2a2on
Governance
and
Performance
Metrics
Detailed
Nego2a2on
Terms
DA
Execute
Support
&
Monitor
Quarterly
Check
up
Effort
Time
DA
means
Defini2ve
Agreement.
Strategic
Legal
Opera:onal

11. Deal
Idea:
Partner
Ecosystems
• Strong
partnerships
are
typically
accre2ve
and
thereby
complementary
• Developing
a
partnership
strategy
can
allow
you
to
develop
a
partnership
ecosystem
• The
strongest
ecosystems
are
self
sustaining
and
self
regula2ng
(with
the
right
direc2on)
so
you
can
create
a
plurality
of
partnerships
Core
P1
P2
P3
P4
Core
P1
P2
P3
P4
P1
P2
P4
Tradi:onal
Partner
Ecosystem
Plurality
Partner
Ecosystem

12. Deal
Due
Diligence:
Partner
Plurality
Systems
You
can
beat
the
odds
for
a
successful
partnership
with
the
following:
P-­‐Structure
• Earmark
a
lead
partner
(generally
the
partner
with
the
broadest
offering
–
to
which
speciality
partners
adhere
their
offering)
• Delegate
a
BU
lead
or
func2onal
lead
to
manage
the
Plurality
ecosystem
lead
(so
you
can
develop
the
next
Partner
Plurality
System)
P-­‐Metrics
• Ensure
appropriate
leadership,
incen2ves,
tracking
and
2me
for
partner
integra2on
• Benchmarking
and
compensa2on
focuses
on
2mely,
quality
delivery
and
service
support
(as
required)
• Create
robust,
integra2ve
tracking
metrics
to
measure
the
predic2ve
health
of
the
partnership
• Where
capabili2es
to
support
the
core
business
are
required
(but
not
available),
where
speed
and
complexity
is
required
• Build
cluster
of
providers
with
limited
redundancy
• Choice-­‐fully
segregate
capabili2es
across
suppliers
P-­‐Strategy

13. Thank
You
Bill
Mohri
President,
M
Consul2ng
Advisor,
MaRS
Venture
Services
bmohri@mconsulitng.ca
bmohri@marsdd.com
First
Canadian
Place
100
King
Street
West
Suite
5700,
Toronto
(o)
416-­‐915-­‐3191
(c)
416-­‐428-­‐1512

14. 11
Qualifica:ons:
– Tech
execu2ve
with
interna2onal
experience
in
Strategy,
Planning
and
Marke2ng
– Accredited
Investor
– BA,
MBA
from
University
of
Toronto
Previous
Experience:
– Prior
to
founding
M
Consul2ng,
Bill
was
the
Canadian
Head
of
Strategy
and
Partnerships
at
Microsom
Canada’s
Adver2sing
and
Online
division
and
he
was
the
Head
of
MSN
Interna2onal’s
online
sports
content
acquisi2on
and
contrac2ng
– Bill
is
an
Advisor
with
MaRS’
Internet,
Communica2ons,
and
Technology
(ICT)
and
Health
Device,
Venture
Services
where
he
helps
small
and
mid-­‐sized
ventures
with
sales
and
marke2ng,
planning
and
strategic
partnerships.
– Bill’s
strategic,
collabora2ve
approach
was
honed
from
his
training
and
experiences
at
Deloioe
in
the
Strategy
&
Opera2ons
prac2ce.
Bill’s
work
focused
on
planning,
marke2ng
strategy,
and
CRM.
– Prior
to
that,
Bill
spent
2me
at
Coca
Cola
and
Kram
in
increasingly
senior
brand
strategy
and
opera2onal
roles.
Bill
was
responsible
for
the
launch
of
Fruitopia
and
he
won
an
interna2onal
Superior
Achievement
Award
while
at
Kram.
Bill
Mohri
President,
M
Consul:ng
Advisor,
MaRS
Health
&
ICT
Venture
Services