I still remember the first time I invited a vendor to our BNI chapter. It was my close and trusted friend , someone whose work I had admired. I thought, “If he has helped me so much in my journey, surely others in the chapter could benefit too.” So, I extended the invitation.

He was thrilled to attend and looked forward to exploring the benefits I often spoke about. Though  the meeting went well, something felt off. He didn’t seem to connect with the group, networking didn’t come easily to him and the referrals didn’t flow as one would have anticipated. It wasn’t until a few weeks later and after an in depth conversation with him,  that I realized the issue: I had invited someone based on my personal rapport with them, not on strategic alignment with the chapter’s needs.

This experience was a turning point. I began to understand that inviting vendors to BNI isn’t just about bringing in people you like or trust—it’s about identifying professionals who can both contribute to and benefit from the chapter’s ecosystem. It’s about a bigger purpose.

The Underlying Problem: Misaligned Invitations

Many BNI members, myself included, have made the mistake of inviting vendors based solely on personal relationships. Trust is indeed the biggest factor but is not the only criterion. Inviting someone whose services overlap with existing members can be tricky. Conversely, bringing in someone whose industry doesnt compliment the chapter’s focus can lead to missed opportunities for both the visitor and the group.

The Solution: Strategic Identification

To address this, I developed a more strategic approach to identifying the right vendors to invite:

1. Analyze Chapter Needs: I began by analyzing our chapter’s composition. Which industries were being represented? Were there any gaps? For instance, if we had a real estate agent but no mortgage broker, that was a clear opportunity.

2. Identify Power Teams: Recognizing the value of power teams—groups of professionals whose services complement each other—I looked for potential members who could strengthen these alliances. A wedding planner, for example, could form a power team with a photographer, florist, and caterer. Similarly, a digital marketing company could compliment a graphic designer or a writer.

3. Evaluate Vendor Readiness: Not every professional is ready for BNI. I started asking potential invitees questions like:
   • Are you looking to grow your business through referrals?

   • Can you handle an increase in clients?

   • Are you open to building long-term relationships within a structured networking environment?

These questions helped ensure that the vendors that were invited were both a good fit for the chapter and also positioned to make the most of the BNI experience.

The Impact: Enhanced Chapter Synergy

By adopting this strategic approach, there is bound to be a  significant improvement in the chapter’s dynamics. New members will integrate more seamlessly, referrals will increase, and the overall energy of the meetings will become more vibrant. Vendors who join will be those who truly valued the BNI structure and are eager to contribute.

Engaging the Right Vendors: A Continuous Process

Identifying the right vendors isn’t a one-time task; it’s an ongoing process. Here are some practices that can be effective:

• Regularly Review Chapter Composition: Periodically assess which industries are underrepresented and seek professionals in those fields.

• Leverage Member Networks: Encourage current members to suggest vendors they work with who might be a good fit.

• Host Visitor Days: Organize special meetings focused on inviting potential members from targeted industries.

Your Turn: Share Your Insights

Have you had experiences—positive or negative—with inviting vendors to your BNI chapter? What strategies have you found effective in identifying the right professionals to invite? Let’s collaborate and learn from each other’s experiences.