The learner is expected to be able to work with partners and create business networks
The learner is expected to be able to work with partners and create business networks
- Duration: 8-12 hours
Step by step instructions for the preparation and implementation of the workshop
The first step to deal with is to make people understand what are the advantages that can be obtained from collaborating with other producers. A network can be formalized through a collaboration agreement or act in a non-formal/informal way but it is essential that all partners have a common understanding of mutual benefits. (slides 1 to 11)
The construction of the partnership is not always possible, however, basic requirements are necessary which will have to be evaluated from time to time. the first point, most important of all, is on the basis of what characteristics do you choose a partner? (slides 14 to 29)
Choosing a partner is naturally a complex problem, so it is good to use different approaches. In the first place, define which are the variables that can be considered in order to have a complete vision of its activity. This first phase can be completed by filling in the partner’s BMC (slide 19 – 25). This step, if you have the information, is very important, because you can compare our business model with that of the potential partner to identify which are the best areas of collaboration.
Step 1: define the profile of potential customers and beneficiaries of the value offer
For which customers are you creating value?
What segments of customers are buying, receiving, or deciding on your value proposition?
What work are you doing for the client? What is the need that is evident in the segments?
Make sure you identify an existing need/problem and identify specific alternatives your client is using today or should be using. You should try to understand what they think, see, feel and do in your product area. In the next step you need to be able to clearly link your Value Propositions to the segments.
Step 2: Value proposition. Identify the real content of value of the product or service
What is the value you deliver to your customer?
What problems are you helping your customers solve?
What is the customer need your value proposition is aimed at?
What is your promise to your customers?
What are the products and services you create for your customers?
Step 3: describe the methods of contact and relationship with the market
Room 3 Distribution (channels)
How does your value proposition reach your customer? Where can your customers buy or use your products or services? How do you communicate?
Room 4 Relationship with the customer
A description of customer relationships, with notes on whether they differ between customers (between segments or between people within a segment) or across the customer journey.
Step 4: identify the internal and external resources indispensable for the production of value
Room 6 Key Activities
These are the core activities to deliver your proposals and make the rest of the business work
For a service-oriented company, the most important key activity is probably observation and learning about users and new techniques to create a better product
Output: A list of key activities related to the value propositions
Room 7 Key Resources
Key assets are the strategic assets you need to maintain a broader or more targeted position than your competitors.
Output – A list of key resources related to your business’s key activities.
Room 8 External resources
Who are your most important partners?
What key assets do you acquire from partners?
What key activities do your partners perform?
Output: a list of key partnerships with notes on their relationship to key activities
Step 5: investigate how cost and revenue flows are created
Room 9. Cost structure
What are the major costs involved in creating and delivering your value proposition.
Will additional investments be needed?
Output: A list of cost structure elements with notes on their relationship to key activities
Room 5. Revenue Streams
Overall, what are the strategic segments to maintain market positioning and ensure the company’s profitability? Can you envision any innovations for the customer you are investigating that could lead to more revenue
- See the film “The founder” from start to 1.30.00 (25’ minute); Warning! The timing is calculated in the minutes left to the end of the film and not from the beginning
What is the corporate vision of the Mc Donald brothers?
Build the BMC of the restaurant; What is the value it brings to the customers?
To deepen the theme of choosing partners, a passage from the film The Founder can be used (from minute o to minute 25 – however, it is advisable that the teacher first see the whole film. To create the motivating context, it is also advisable for the students to see the film from the start to the first stop).
- Film The founder from 1.30.00 to 1.17.00
How does the corporate vision change with the entry of the new partner?
- The Founder from 1.14.30 to 1.11.00
Mr. Krock tries to introduce innovations into the business model of the Mc D. brothers. Why do they reject innovations? Do you think it right? And what might be the consequences of their behavior in the future?
The Founder from 1.10.00 to 1.04.15
Are the new franchisees the right ones? What is the basic mistake, who was wrong? What are the mistakes made in the first choice of partners? What are the characteristics that the ideal partner should have instead?
- The Founder from 1.03.00 to 0.55.06.
– who are the new partners you have chosen and why?
The teacher must first focus the attention of the groups on what the company wants to be, what its mission is and what are the values it presents to the market and which are the basis of Mc Donald’s worldwide success. As a consequence of a correct analysis, what are the characteristics that the associates who will become part of the group must have?
The next step (dynamism/power of influence analysis Slide 28) aims to analyze how much the potential partner is able to change the context conditions thanks to the combination of the two characteristics of the table. This information is also useful to account for the best ways to behave in managing future relationships in the partnership. Naturally, it is not a question of exact laws and cause/effect relationships but of providing an interpretation framework to make communication and collaboration methods leaner, easier and more unambiguous.
The construction of the network
Slide 30 – 36
This slide These slides illustrate a possible path for building a collaboration network between companies. Of course there is no really “best” path, there is only a “consistent” path after all possible research and analysis has been done based on the availability of information. The key to a solid collaboration is compliance with all the above requirements and continuity in internal communications. In the film the founder, in the scenes indicated for the introduction of product innovations, it is clear that the difference in vision and values between the new partner and the two brothers are at the basis of Krock’s acquisition strategy for the group. The teacher can choose how to use the following scenes which illustrate the great growth of the franchise and how the original idea of the two brothers, even though it is the basis of success, is then the obstacle to growth.
A final consideration can be made on the last scenes of the film when the protagonist reveals the secret of corporate success (0.13.54 to 0.12.04). Here the teacher can connect, if he deems it necessary or important, to the issues of market positioning.
The corporate communication
Corporate communication plays a very important role in the very survival of the company. In fact, today it is considered a fundamental strategic lever for the creation, maintenance and strengthening of the trust that is established between companies, partners and stakeholders. Corporate communication refers to how companies and organizations communicate with various internal and external audiences.
Partner (and internal customer) engagement is vital to business success. The logic is really very simple: people who have the same goals (and who like their job) are more active and
will be more likely to participate and push towards innovation. They will also inspire and encourage their colleagues to do the same.
Companies that have high partner engagement rates and that “team up” typically have quality internal group communication. Of course, there is a lot of content and messaging to enhance partner (and internal customer) engagement through corporate communication. One of these is sharing the goals and long-term vision of the company with the team.
Promoting shared and reasoned methods of communication exchanges between members of the same company or group is therefore not only a duty, but a precise business strategy; far-sighted with certain productive efficacy.
This allows you to:
- Enhance engagement among all network and staff members, regardless of their role
- Make your brand more “familiar” by retaining external collaborations and employees
- Make the internal customer the main (and spontaneous) testimonial of your company
See New Amsterdam on Neflix from 42.14 to 37.02
Communication for the group.
How do you prepare a group communication to involve and motivate the recipients?
What are the errors?
How would you have prepared your communication to the group?
Was the employee prepared?
What is the final effect of the communication? Did he manage to involve the participants?