Strategic alliances: how to expand the perception of value in complex markets

Especially in highly technical and regulated markets, the excellence demanded by customers, suppliers, and even regulatory bodies alike demands more than just isolated solutions. In this scenario, creating deep alliances transforms the business ecosystem itself, expanding the perception of value for all stakeholders. 

I have been working as Head of Alliances at SoftExpert, and I can see how a strategy that treats alliances in an imperative way (and not just as traditional business partnerships) enhances key metrics such as Customer Acquisition Cost (CAC), Lifetime Value (LTV), and Time-To-Market (TTM) of companies. 

Some of these alliances at SoftExpert, such as KPMG, EY, Seidor, and AWS, show, for example, that connecting complementary skills increases compliance, opportunities/accelerates innovation, and financial results. My experience confirms that companies that strive for excellence need to include their own ecosystems.

Alliances need to be much more than sales channels 

While many use the terms interchangeably, in my view, strategic partnerships and alliances operate on different layers. Partnership refers to standardized commercial agreements, such as resale, for example. Strategic alliances, on the other hand, involve long-term vision, shared objectives, and real complementarity of competencies between both companies. 

A covenant is a connection that generates value, where “1 + 1 = 3”. This value generation means expanding customer benefits, creating an unparalleled differential. In addition to what is usually part of a partnership (clear, pre-determined, and replicable/scalable rules and roles), alliances are also characterized by being unique relationships, with sums of unique value, agreed common goals, and side-by-side actions. 

And if you still have this mistaken view of both concepts, it’s time to renew your perception. In fact, it may even be too late: KPMG indicates that 83% of organizations are expanding their partner ecosystem with a focus on value creation, and 75% already see alliances as “pivots” of innovation and organizational transformation. 

This reinforces the fact that companies should not only seek sales channels but rather co-authors of solutions that solve real customer problems. In other words, alliances need to go beyond software resale: they involve co-design of tailor-made solutions, integration of services, and joint action in the go-to-market. It is essential to understand that operational excellence is not built in isolation.

In practice, doing this is not just about connecting products, but about making conscious and strategic decisions to share risks, goals, and, above all, to co-create solutions that none of those involved could develop alone. 

To walk this path, the first step is to have an in-depth internal look at the company, products, and customers. A SWOT analysis reveals where our greatest weaknesses are (whether they are the lack of regulatory expertise, technological limitations, or even difficulty in accessing certain decision-makers, for example). 

Contrary to what common sense may indicate, identifying these gaps is not a sign of weakness; It is a sample of strategic maturity. Only then can we look for an ally that really minimizes our weaknesses and expands our value proposition. 

Next, it is essential to meet with the potential ally and build a joint value proposition. An alliance is not a relationship of simply “let’s resell your product”, that would be a partnership. In the case of the strategic alliance, it is necessary to define shared goals (such as reducing CAC by 20%, accelerating time-to-value by 40%, or increasing LTV), clear indicators to measure success, and what will be the value proposition offered to end customers. This collaborative design ensures that the two companies are moving in the same direction, with structured governance and agreed decision-making processes. 

Instead of launching a large initiative, I recommend starting with the structuring of the idea, that is, a pilot with a limited scope. It can be a presentation, for example, to customers. It is vital to capture feedback on the value proposition of this joint action, seeking to answer: Would you pay more, or do you understand it as a differential if this offer were delivered jointly? 

This approach to the target customer allows you to quickly validate the integration of systems, gauge the customer’s receptivity, and adjust the model before any significant investment.  

Finally, a strategic alliance is only kept alive when there is discipline in measuring results and openness to continuous adjustments. Quarterly meetings to review KPIs, strategies, value propositions, solutions/services, etc., transform the alliance into a dynamic organism, capable of evolving along with the market. 

By reconciling critical analysis and collaborative attitude, it is possible to transform alliances into true engines of innovation and sustainable growth. Only then will you be able to generate true value in complex markets, which have specific legislation, technologies, interlocutors, and approaches.

Real complementarity is key in alliances 

A successful strategic alliance is born from the combination of forces, not from the simple duplication of them. For example, at SoftExpert, we structure our alliances with global companies such as KPMG, EY, AWS, and Seidor, uniting different expertise in favor of a joint and unique proposal for the client. 

In this way, we were able to align the robustness of our modular, scalable, auditable platform with adherence to standards (such as ISO and FDA), with the business language and regulatory depth of these global references in complex markets. 

This union generates solutions of expanded value, which solve everything from the strategic diagnosis of the needs of companies to their operational automation. 

The results speak for themselves 

When looking at the market, it was easy to see that this approach would bring greater success – and the numbers prove it: PwC data show that the consultancy’s revenue from strategic alliances grew 24.5% in 2024, evidencing the tangible return of these initiatives. 

In addition, McKinsey points out that the number of joint ventures and alliances grows by an average of 14% per year, exceeding 10 thousand new agreements per year. This phenomenon is especially present in the most complex sectors, such as health, pharmaceuticals, and finance. 

Therefore, it is undeniable that in addition to strategic positioning, alliances generate a direct impact on the key metrics of a business. Among the main ones are the increase in income, the reduction of Customer Acquisition Cost (CAC), the increase in Lifetime Value (LTV), the acceleration of Time-To-Market (TTM), and greater operational efficiency. 

This is because, when working with Strategic Alliances, the cost of customer acquisition is drastically reduced. Instead of starting from scratch, the company connects to a qualified base, making decisions faster. This is especially critical for consultative B2B solutions with long sales cycles. 

At the same time, this consultative and integrated delivery approach promotes loyalty and continuous use. According to Gartner, 86% of companies embedded in business ecosystems consider these collaborations “very valuable” to maintain revenue recurrence. 

As a result of this whole process, well-designed alliances reduce the time between hiring and perceived value. The integration between SoftExpert, Seidor, and AWS, for example, enabled faster deployments, with solutions adapted to regulated sectors, already integrated with SAP, and hosted in a secure cloud and in compliance with the main standards in the area (such as ISO 27001). 

And it is not only the customers of the companies involved in the partnerships who feel the positive effects of this strategy. Companies that operate in regulated environments, where compliance is mandatory and operational risk is high, achieve more agility, fewer failures, and full adherence to the requirements of regulatory agencies. 

Overhauling your ecosystem is imperative 

The new competitive advantage is not just in the technology or the product, but in the ability to connect with the right ally, at the right time, to deliver the right value. In an environment where, according to KPMG, 94% of companies see alliances as fundamental to their resilience and future growth, not rethinking the way your company approaches this ecosystem is taking a huge (and unnecessary) risk. 

High-performing companies have already understood that in complex and regulated markets, trust and value can be built in a network. Strategic alliances, which in practice are true co-creations, expand the perception of value because they deliver complete and secure solutions. 

They reduce acquisition costs, increase customer lifetime value, and accelerate return on investment. In addition, they offer integrated responses to technical and regulatory challenges, enhancing the effectiveness of digital transformation initiatives and driving more effective operations. 

That’s exactly why we at SoftExpert are committed to this vision: we aim to have 50% of revenues supported by alliances and partnerships by 2028. Current results already indicate that this path delivers more value more quickly for all involved. 

Excellence is the ability to build an ecosystem that continuously adjusts, evolves, and amplifies perceived value. Therefore, companies seeking to enhance their profitability, achieve regulatory excellence, and ensure operational efficiency must examine their own ecosystems to ask themselves: Are you creating strategic alliances or merely accumulating partnerships?

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