Step #3: Developing Strategic Initiatives and Quantifying Impacts (2)

Establishing preferred relationships, pursuing joint marketing or brandingcampaigns, or bundling products/services to raise switching costs areexamples of actions a firm may pursue with strong complementors. Alternately,weak complementors may be persuaded to allow for exclusive relationshipsor to open their channels of distribution to also include the firm’sofferings.
When dealing with powerful affinity groups, a firm’s plan of action may include trying to establish a strong and powerful bond with the customer itself. If developing a direct, personalized consultative relationship is not possible, the affinity group should be closely involved in the firm’s planning activities in an effort to receive their endorsement and goodwill. If the affinity groups are less powerful, firms may again want to consider establishing relationships directly, or if that is not possible, at least exceed customer expectations by immediately resolving customer satisfaction issues and bringing these results to the affinity group’s attention for further evaluation and communication.
If suppliers are in a power position, a firm’s actions should focus on strengthening the relationship through collaborative planning. Other actions may include acquisitions, if appropriate, or the formation of or joining
into buying groups to consolidate the buyer’s bargaining position. Firms will likely address weak suppliers by squeezing their margins and attempting to prevent the constituent group from consolidating.

Taken From : Enterprise Guide to Gaining Business Value from Mobile Technologies

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