You start with two solid but separate value propositions—one from the vendor, one from the partner. Each has been designed to highlight distinct strengths. The vendor may focus on the value its product offers, while the partner might emphasize services, complementary technology, or a broader business solution.

The natural instinct is to ask: How can we merge these into something unified and compelling for the customer?

At first glance, it sounds logical. But the problem is that this approach tends to turn our focus inward—toward reconciling organizational narratives—instead of outward, toward the customer and their needs.

This isn’t just inefficient. It’s a setup for a value proposition that’s fragmented, unclear, and unlikely to resonate.

Joint ≠ Stitched Together

Let’s call it what it is: you’re not building a Frankenstein message by stitching together two narratives. You’re creating a new value proposition—one that must stand on its own.

And that means it should follow the same principle as any good value proposition:

It should speak to the customer on their terms.

But that’s easier said than done. When you’re juggling competing priorities, “must-include” points, and legacy messaging, it becomes very easy to lose that external focus. Even in individual marketing efforts, organizations struggle to break out of a solution-centric mindset. In joint efforts, the gravitational pull inward is even stronger.

Why This Matters More Than Ever

Let’s not forget: customers don’t care how well your partnership is structured or how great your collaboration is behind the scenes. They care about solving their problems.

If your joint messaging is internally coherent but externally irrelevant, it won’t move the needle. That’s why we advocate for anchoring joint value proposition development in customer insight—real voices, real challenges, real needs.

Yes, there are many inputs to consider—market trends, competitive positioning, internal priorities—but your value proposition has only one true audience: the customer.

How to Do It Better: Three Core Principles

Building a strong joint value proposition isn’t easy, especially when multiple voices and priorities are in the mix. But these three principles can help you cut through the noise and focus on what really matters:

1. Start Fresh—and Start with the Customer

This is a new value proposition. Treat it like one.

Leverage your existing assets, yes—but don’t let them predetermine the outcome. Begin by understanding the fundamentals of the customer scenario for your joint offering:

• Who is the buyer?

• What are their most pressing challenges?

• What do they want to achieve?

• How does the joint solution uniquely enable their success?

• What outcomes will matter most to them?

Your messaging should focus on the impact you deliver in their world, not the internal features you’ve combined.

2. Acknowledge and Prioritize Your “Must-Haves”

It’s normal for each team to have messaging points they feel strongly about—whether it’s a key differentiator, a unique methodology, or a signature capability.

It helps streamline the process when you identify those up front. Bring those to the table early, and prioritize them with care. Then be prepared to make tough calls.

A strong value proposition isn’t comprehensive; it’s focused. You can’t say everything. So choose the things that will resonate most and serve the overall story best.

3. Choose Focus Over Compromise

Joint messaging efforts often fall into the trap of compromise. It’s tempting to try to please every stakeholder by fitting in a little bit of everything. The result? A diluted story that doesn’t land anywhere.

Instead, choose focus. Align on the handful of points that really elevate the story for the customer—and be comfortable letting go of the rest. Alignment doesn’t mean giving everyone equal airtime. It means crafting a shared narrative that the customer finds meaningful.

Final Thought

If your joint value proposition feels like a Frankenstein message, you’re not alone. Many tech organizations fall into this trap. But there’s a better way.

By starting with the customer, treating your joint value proposition as a fresh strategic exercise, and making tough choices about what matters most, you can build a story that truly resonates—and drives real results.