Selecting the Right Partner

📝 Quick Review about how the telecom Operators chose their suppliers 📝 In the telecom sector, operators (such as AT&T, Vodafone, China Mobile, Deutsche Telekom) choose their equipment suppliers (Huawei, ZTE, Nokia, Ericsson, Samsung, etc.) based on several key factors. The decision involves technical, financial, geopolitical, and strategic considerations. 👉 Key Factors Influencing Operator’s Choice of Vendor   1️⃣ Technology & Innovation ·        5G/6G Readiness: Vendors must offer cutting-edge RAN (Radio Access Network), core network, and transport solutions. ·        Network Performance: Speed, latency, reliability, and energy efficiency matter. ·        R&D Investment: Operators prefer vendors with strong R&D (e.g., Ericsson & Huawei lead in 5G patents). ·        Open RAN (O-RAN) Support: Some operators (like Rakuten, Dish) prefer vendors supporting open, interoperable networks. 2️⃣ Cost & Financial Terms ·        Pricing & Total Cost of Ownership (TCO): Chinese vendors (Huawei, ZTE) often offer lower prices than Nokia/Ericsson. ·        Financing & Vendor Loans: Some vendors provide attractive payment terms or loans (e.g., Huawei’s financing in Africa). ·        Scalability: Cheaper to expand with the same vendor due to interoperability. 3️⃣ Security & Geopolitical Factors ·        Government Regulations: US/EU operators avoid Huawei/ZTE due to security bans (e.g., UK’s Huawei ban). ·        Data Sovereignty: Some countries mandate local vendors (e.g., India’s preference for homegrown suppliers). ·        Supply Chain Risks: US-China tensions affect Huawei’s access to chips, pushing operators toward Nokia/Ericsson. 4️⃣ Network Reliability & Support ·        Service-Level Agreements (SLAs): Vendors must guarantee uptime, maintenance, and quick issue resolution. ·        Global Support & Local Presence: Operators prefer vendors with strong local teams for faster deployment & troubleshooting. 5️⃣ Vendor Reputation & Long-Term Viability ·        Track Record: Huawei dominates in Asia/Africa, Ericsson/Nokia in Europe/North America. ·        Financial Stability: Operators avoid vendors at risk of bankruptcy (e.g., past struggles of Alcatel-Lucent before Nokia merger). 6️⃣ Ecosystem & Partnerships ·        Cloud & AI Integration: Ericsson & Nokia partner with AWS/Google Cloud for telco cloud solutions. ·        End-to-End Solutions: Some operators prefer single-vendor solutions for seamless integration. How Operators Make the Final Decision ⁉️ 🔹 Request for Proposal (RFP): Operators evaluate vendors on technical & commercial bids. 🔹 Lab & Field Testing: Performance trials (e.g., 5G speed, power efficiency). 🔹 Regulatory Compliance: Ensuring no legal/security risks. 🔹 Long-Term Strategy: Aligning with vendor’s roadmap (6G, AI-driven networks). #Telecom #5G #Nokia #ZTE #Huawei #ZTT #NetworkReliability #Infrastructure #PreventiveMaintenance #Teamwork #Bell #Rogers #Telus #Ericsson #Emerson #Delta #HSE #QHSE #Safety

After getting a better-paying job, one of our clients came back to us after just three months. He explained that he wasn't fitting into the new company's culture and wanted to find another job. He had received a 50% salary increase compared to his previous job. This situation isn't strange to me because I always advise my network not to solely focus on salary when looking for a new job. However, many people make this mistake by only comparing the offered salary on paper to their current salary. Don't do these mistakes when you got a very high salary job offer. 1. Total Compensation structure: Don't just look at the gross CTC. Many companies show Super bonus and incentive on paper with certain conditions that you never got that. Consider the entire compensation package, including benefits and perks. Sometimes, a lower base salary might be balanced out by great benefits like healthcare coverage or retirement contributions. 2. Cost of Living: Take into account the cost of living in the area where the job is located. Salaries can vary widely depending on geographical regions, so adjust your salary expectations accordingly. 3. Career Growth: Evaluate the potential for career advancement and growth opportunities within the company. Accepting a lower starting salary might be worth it if it offers the chance for quick advancement or skill development. 4. Company Culture: Think about the company's culture, values, and work environment when assessing the offer. A supportive and inclusive culture can lead to job satisfaction and overall well-being, which may justify accepting a slightly lower salary. 5. Flexibility/Location: Now a days no one would like to work for a strict company that just treat their employees as labour and do not provide them flexibility as they required to balance their work-life. Let salary not alone a reason to leave or join a job.

𝐑𝐞𝐟𝐥𝐞𝐜𝐭𝐢𝐧𝐠 𝐨𝐧 𝐚𝐥𝐥 𝐭𝐡𝐞 𝐬𝐮𝐩𝐩𝐥𝐢𝐞𝐫𝐬 𝐈’𝐯𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐝, 𝐨𝐧𝐞 𝐭𝐡𝐢𝐧𝐠 𝐢𝐬 𝐜𝐥𝐞𝐚𝐫: 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐦𝐚𝐭𝐭𝐞𝐫𝐬. Taking shortcuts can lead to wasted money and a world of headaches downstream. (𝘙𝘢𝘪𝘴𝘦 𝘺𝘰𝘶𝘳 𝘩𝘢𝘯𝘥 𝘪𝘧 𝘺𝘰𝘶'𝘷𝘦 𝘦𝘷𝘦𝘳 𝘣𝘦𝘦𝘯 𝘢𝘴𝘬𝘦𝘥 𝘵𝘰 𝘧𝘢𝘴𝘵-𝘵𝘳𝘢𝘤𝘬 𝘙𝘍𝘗 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵𝘴, 𝘰𝘳 𝘩𝘢𝘥 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘱𝘶𝘴𝘩 𝘧𝘰𝘳 𝘤𝘦𝘳𝘵𝘢𝘪𝘯 𝘴𝘶𝘱𝘱𝘭𝘪𝘦𝘳𝘴, 𝘪𝘨𝘯𝘰𝘳𝘪𝘯𝘨 𝘮𝘢𝘵𝘦𝘳𝘪𝘢𝘭 𝘳𝘪𝘴𝘬𝘴?!) 𝐖𝐡𝐚𝐭 𝐈'𝐯𝐞 𝐥𝐞𝐚𝐫𝐧𝐞𝐝: 💡 𝙁𝙤𝙘𝙪𝙨 𝙛𝙞𝙧𝙨𝙩: Be specific about your needs in RFx docs. If you’re unclear, suppliers will be, too. Before going to RFP, always have quantifiable evaluation criteria finalized and approved by the Spend Owner. 💡 𝙄𝙩’𝙨 𝙣𝙤𝙩 𝙟𝙪𝙨𝙩 𝙥𝙧𝙞𝙘𝙚: The cheapest option often costs the most in the long run. Prioritize value over price. Suppliers who price things materially lower than benchmark norms usually cut corners somewhere to meet margins. 💡 𝘾𝙝𝙚𝙘𝙠 𝙧𝙚𝙛𝙚𝙧𝙚𝙣𝙘𝙚𝙨 𝙩𝙝𝙤𝙧𝙤𝙪𝙜𝙝𝙡𝙮: Source independent references via your network. Past performance tells the real story. Ask the right questions and listen closely to the answers.  💡 𝙏𝙝𝙞𝙣𝙠 𝙖𝙝𝙚𝙖𝙙: Can the supplier grow and evolve with your business? Are they innovative and flexible? Does their company culture and ways of working align with yours?  💡 𝙆𝙣𝙤𝙬 𝙩𝙝𝙚 𝙧𝙞𝙨𝙠𝙨: Most suppliers come with some level of risk, the key is understanding and managing it. Conduct due diligence on short-listed suppliers. Outputs should inform the down-selection process, with material deficiency action items included in the contract. 💡 𝘾𝙝𝙤𝙤𝙨𝙚 𝙥𝙖𝙧𝙩𝙣𝙚𝙧𝙨, 𝙣𝙤𝙩 𝙫𝙚𝙣𝙙𝙤𝙧𝙨: The best suppliers care about your long-term success and aligning with your goals.  Look at proposals holistically, thinking beyond the transaction and into value creation. 𝐇𝐞𝐫𝐞’𝐬 𝐭𝐡𝐞 𝐭𝐡𝐢𝐧𝐠: Looking back, I’ve been at firms in seasons where costs were prioritized over total value, often leading to short-term gains but long-term challenges. There were times I should’ve taken a firmer stance about material supplier risks identified and bias in the selection process.  As procurement peeps, we provide recommendations based on long-term value, risk management, and partnership potential. This includes having the courage to speak up with informed and actionable guidance when things don't pass muster. The goal is to ensure sourcing outcomes build a foundation for success, not just a quick win. 📢 𝙋.𝙎. 𝙒𝙝𝙖𝙩 “𝙨𝙘𝙝𝙤𝙤𝙡 𝙤𝙛 𝙝𝙖𝙧𝙙 𝙠𝙣𝙤𝙘𝙠𝙨” 𝙨𝙤𝙪𝙧𝙘𝙞𝙣𝙜 𝙡𝙚𝙨𝙨𝙤𝙣𝙨 𝙬𝙤𝙪𝙡𝙙 𝙮𝙤𝙪 𝙨𝙝𝙖𝙧𝙚 𝙬𝙞𝙩𝙝 𝙮𝙤𝙪𝙧 𝙮𝙤𝙪𝙣𝙜𝙚𝙧 𝙥𝙧𝙤𝙘𝙪𝙧𝙚𝙢𝙚𝙣𝙩 𝙨𝙚𝙡𝙛?

When you put out an RFP for a new PR agency, lots of subtle cues signal what kind of client you'll be. And yes, we all know the process needs an overhaul, but some companies can't get around it. So here's how to show that you're looking for a partner, and not just a vendor... and how to endear yourself to your new agency immediately: - Don’t create deadlines that require work or travel over a major holiday. - Include a budget. Your Actual Budget. - Stick to the timeline you set. - Since only one agency will win, the entire pitch process will be a financial loss for almost everyone participating. Agencies survive on billable work, and time spent on a pitch is entirely unbillable. Be sensitive to that. - If an agency is out of the running, release them right away vs keeping them hanging on until the end. - Keep the RFP/brief tight. Use clear, quantifiable metrics as a forcing function. - Don't ask for an entire new pr plan or any free work that could be turned over to the winning agency to implement. Instead, ask mostly for samples of past work and case studies. - Anything you can do to reduce rounds/ process/travel/design/finalists etc will be noticed and appreciated. - Put as few non-marketing/PR experts in the final decision making process as possible. Brief any non-experts on the criteria for a strong agency and the basics of PR. And if you aren't interested in re-hiring the incumbent, the most benevolent thing to do is let them know before they invest the money, hope and effort into a re-pitch. Chances are they see it coming anyway.

I'm running 3 agencies, and for all three of them, I have my brother as a co-founder Choosing the right co-founder can make or break your business journey That's why getting this decision right is crucial from the start As someone who has co-founded and grown Social Beat, Influencer.in and D2Scale with my brother, Suneil Chawla, I understand the importance of finding the perfect co-founder match. Starting a business is like embarking on a rollercoaster ride—exhilarating yet unpredictable. Having a co-founder by your side can make all the difference, but only if you choose the right partner. Let me share some insights from our experience. 1. Complementary skills and roles: Suneil and I have clearly defined roles that complement each other. He handles new business development and product strategy, while I focus on existing client growth and talent management. Our styles of working are different but we leverage each other's strengths 2. Shared values and work ethics: Beyond skills, it's crucial to align on values and work ethic. Suneil and I share a passion for excellence, innovation, and putting our clients first. 3. Regular communication: Co-founders must be in constant communication. Suneil and I have a daily check-in to discuss operational matters and a weekly strategic session to align on long-term goals. 4. Distributed ownership: While Suneil and I make the final calls, we involve our core team in strategic decisions. This distributed ownership fosters a sense of collective responsibility and enables us to leverage diverse perspectives. 5. Legal safeguards: Like any partnership, it's essential to have legal agreements in place. Suneil and I have clearly defined equity splits, vesting schedules, and IP agreements to ensure smooth sailing in case of any unforeseen circumstances. Choosing the right co-founder is just the first step. Nurturing that relationship through open communication, shared values, and clear responsibilities is what truly makes a co-founder partnership thrive. As Steve Jobs famously said, "Great things in business are never done by one person. They're done by a team of people." So, whether you're starting a new venture or looking to scale an existing one, find your co-founder and let the magic unfold! Share your co-founder stories and lessons in the comments below. #agency #digitalmarketing #entrepreneurship

I've spoken to 300+ SMB leaders who've spent millions on IT partners and end up with broken promises. Ask 3 questions to find one that creates real impact: 1) Do they manage outcomes in addition to supplying talent? Most tech partners follow a basic 'talent outsourcing' model: - Ask a few questions about your needs - Source talent that matches - Hand them over to you to manage There are a couple problems with this approach: → Worst Case: You're left with a developer-only team → Best Case: You get a diverse team but lack the technical background to manage them (This applies unless you're a management savvy CTO.) Talented developers and designers need strategic leadership to build successful software projects. Make sure your tech partner provides said leadership and holds themselves accountable for the final solution. 2) Do they have UX expertise or a design studio? Design is often the most overlooked aspect of software development. An intuitive, user-friendly design - Simplifies complex features - Guides users to solutions quickly It's just as important as making sure the software gets the job done. So, look for an IT partner with proven UX capabilities or a dedicated design team. They should follow a structured process, like: - Conducting user research & interviews - Detailed discovery workshops - Defining user personas - Creating user flows - Wireframing, prototyping, and testing (This is our method at @Incepteo.) Writing code should NOT start before finalizing design to avoid re-coding or re-designing. Last but not least: 3) Do they provide CTO advisory? The Project Manager is usually responsible for the software's timeline, budget and scope – but having a CTO prevents you from facing many potential roadblocks. They: - Spearhead strategy and implementation - Review the software's design and structure - Share on the dos and don'ts based on past experience The best part is: they don't need to be present full-time. 1 hour of CTO advisory per month is enough to help most businesses move in the right direction. — If your company's investing time and money into a solution, make sure your partner provides the talent, design, and advisory for you to succeed. Ask these questions on the vendor selection call to see if they could be a fit. And, if you're tired of failed projects and ineffective solutions, send me a message on LinkedIn so we can chat about your requirements and needs. (We answer YES to all 3 questions 😄)

I know it’s a quite controversial topic but: When it was entirely my call, I never ran a creative pitch. Not because I’m gentle, I just think wasting talent, time, and trust is a terrible way to do business. A pitch is like speed dating under fluorescent lights, where you expect someone to fall in love with you and pay for their own dinner. And then? Most of those ideas end up in a PDF graveyard. Trust me in 30 years I've never seen an idea presented in a pitch coming to life Agencies parades in the A-team, everyone applauds… and then those people disappear faster than your boss when the results tank. And the worst? Big agencies win by going in with a price so low they know they’ll lose money, just to get a foot in the door. Which means they’ll start the relationship already frustrated, under pressure, and cutting corners. That’s a perfect time bomb. So, what should serious clients do? Before you choose your agency: 1. Call a few agencies, not 10 or 15. Ask for scars, not sizzle. Skip the showreels. Don’t ask for their “best campaign ever.” Ask how they solved a problem like yours. If your issue is credibility, their Doritos Super Bowl ad doesn’t help you. Look for real experience in your kind of mess, no matter if they are uber expert in your category. That’s what matters. 2. Let procurement support, not sabotage. Procurement can be a powerful ally: if they understand how to value ideas. When they treat creative work like cans of tuna, everyone loses. If they focus only on price, you’ll get exactly what you paid for: less. 3. If you must pitch, pay. Asking for free work is like inviting a chef to cook you a five-course meal “just to see if you like their vibe.” It’s awkward. It’s unfair. And it tells them, right from the start, that you don’t value their craft.If you want serious thinking, act like a serious client. Pay for the work.  After you choose your agency: 1. Start with a real brief and then waste time. Most briefs suck. They're vague, bloated, or written by committee. If you want great work, start by writing something worth reacting to. Then waste time: Talk. Debate. Listen. Disagree.Creativity doesn’t show up on command; it grows in the spaces between questions, tensions, and late-night “what ifs.” great work doesn’t come from briefing documents or shining templates. It comes from conversations. 2. Show up, and keep showing up. If you say “this is the most important campaign of the year” and then vanish for five weeks… you’re not walking the talk. Great creative work needs leadership, not last-minute feedback. 3. Share responsibility. it may sound weird but Your agency has a P&L. Just like you. So before asking for the 12th round of reworks, ask yourself: Was the brief clear? Did the feedback change every time? If the answer is yes, the problem isn’t the agency, it’s your brief So if you want great ideas, you need great relationships. And if you want great relationships, start by acting like a professional client

Every week, brands waste millions on influencers who deliver zero ROI. After 6 years in this industry, I know exactly why. The influencer marketing gold rush has brands throwing money at creators with little to show for it. After working with hundreds of influencers and analyzing thousands of campaigns, I've identified the 10 stereotypes that are draining your marketing budget: "Just pay any celebrity with a million followers" - NO Choose influencers whose values align with your brand. Authenticity trumps follower count every time. I've seen micro-influencers with 10K followers drive more sales than celebrities with millions. "Influencer marketing is just for beauty and fashion" - NO Every industry can leverage creators. From fintech to healthcare, the right voices create authentic connections your ads never could. "It's all about viral content" - NO One viral moment might spike awareness, but strategic partnerships that build trust over time deliver the real ROI. "Anyone can manage influencer campaigns" - NO This is like saying anyone can perform surgery. Successful campaigns require relationship management, strategic planning, and data-driven optimization. "We need immediate ROI from every post" - NO The best influencer partnerships build brand equity and trust first, which drives conversions over time. "Let's use the same brief for all influencers" - NO Customize your approach to leverage each creator's unique voice and audience connection. "More influencers means better results" - NO I've seen a targeted approach with 5 perfect-fit creators outperform campaigns with 50 average ones. Quality over quantity "Just send free product and hope for the best" - NO Treat influencers as strategic partners, not advertising billboards. Respect their creative expertise. The best creators turn down 90% of free products. "We can't measure influencer marketing impact" - NO With the right tracking systems, attribution models, and KPIs, influencer impact is highly measurable. If you can't measure it, you're doing it wrong. "It's just a trend that will fade away" - NO Creator economy isn't a trend—it's reshaping how we consume media. Brands that adapt now will lead their categories tomorrow. Influencer marketing works, but only when done right.  And at Vavo Digital, we've cracked the code that delivers real results. What influencer marketing stereotypes have you encountered in your business? #influencermarketing #digitalmarketing #contentcreation #brandstrategy

B2B brands…please, please be careful who you work with on influencer marketing. B2B influencer marketing is NOT the same as B2C influencer marketing and VERY few firms have experience in this realm. As someone who sits on both sides of the table, I have a unique perspective on this. At Zen Media, we’ve been running B2B influencer marketing campaigns for over a decade. Long before it was a thing. And, as an author and keynote speaker, I’ve been tapped as an influencer for multiple brands. I see the good, the bad, the ugly. Here’s how B2B influencer marketing is DISTINCTLY different from B2C influencer marketing. 👉 The pool is smaller and they know each other. Do you know why there isn’t a massive directory of b2b influencers? Because, if you really look at it, there are only a handful of right choices for any given b2b company. And, they all talk. 👉 The best advocates for your brand do not consider themselves “influencers.” They are leaders, authors, speakers, and thought leaders. They have a following but they aren’t amassing followers. Please read that last line again. 👉 They make great influencers because they are trusted sources. I only accept 5% of the companies that ever approach me to partner because my first responsibility is to my community. Most B2B influencers are equally as picky. 👉 Anyone who works in B2B knows it’s a relationship game. You cannot approach B2B influencers in a transactional fashion. When I get a giant pitch deck from a brand laying out their campaign requirements, I immediately know they have never worked with B2B influencers. 👉 Establish a cadence. If you really want to succeed at B2B influencer marketing, look to create a cadence with influencers. The brands we’ve seen the most success with don’t do one-offs. They invite them to keynote, co-create a podcast, fireside chat with their leadership…it is a much more strategic play. 👉 You cannot micro-manage them. You want to leverage their credibility, their reach, their voice. Not have them parrot your corporate script. 👉 It’s still incredibly underrated. It’s one of the few spaces left where you can have outsized leverage. Research shows that B2B clients consider sponsored 3rd-party or co-branded content more trustworthy than content from a vendor. To make this distinction sharper, I propose calling B2B influencers what they are - advocates. Perhaps this distinction will help guide how we approach this very unique type of marketing. #b2bmarketing #b2bpr #influencermarketing #b2binsights #b2binfluencermarketing

If I’d built my company alone, The hardest part wouldn’t have been the work It would’ve been the loneliness Bringing on a co-founder was a pivotal decision. It didn’t just lighten the workload It accelerated growth, Added depth to our strategy, And created resilience in the face of challenges. Most successful companies, think Apple, Google, and Facebook, were built by co-founders. There’s a reason for this. A co-founder allows you to: 1. Bring complementary skills to the table. 2. Divide the workload and focus on your strengths. 3. Provide emotional balance during the highs and lows of start up life. The right co-founder offers perspective and shared accountability when decisions get tough. But not all co-founders are created equal. Finding the right partner requires: - Alignment on values: Share a vision, agree on risk tolerance, and plan for the long term. - Complementary skills: Your strengths should offset their weaknesses, and vice versa. - Stress management: How they handle pressure can define your partnership. When my co-founder and I started, we didn’t just share the workload, we brought diverse perspectives. Neither of us is originally from the UK, but our different backgrounds has helped us identify opportunities and challenge assumptions in ways that would not have been possible alone. If you’re considering finding a co-founder Here’s where to start: 1. Look for people you know, friends, colleagues, or even former classmates. 2. Test compatibility by working on a small project, like an MVP, before committing. 3. Use platforms like Y Combinator’s Co-Founder Matching if your immediate network doesn’t have the right fit. Once you have found the right person, structure the relationship thoughtfully: - Equity splits should reflect individual contributions but remain motivating. - Use a four-year vesting schedule with a one-year cliff to protect the business. - Define roles early, clarity avoids friction later. Having a co-founder isn’t essential, but it can transform your start up’s trajectory. For me, it’s been a partnership built on trust, shared ambition, and a willingness to fail together. What’s your perspective on working with a co-founder?