3.3 - Identify the reasons for partnership failure Flashcards
Name the 5 stages of the CIPS Communication Cycle
- Recipient - Who do you want to communicate with?
- Review - Keep it super simple and concise
- Route - What’s the best way to get your message across to the audience
- Result - Consider what reaction you want from your message
- Response - Insert a request for feedback into the message, act on the feedback you receive and communicate back
Name 3 techniques that are useful for enhancing communication
- Peak end rule
- Power of three
- PREP method
Name 4 communication barriers that can cause poor communication
- Distortion or omission
- Misunderstanding
- Communication overload
- Ineffective communication
Peak end rule
The idea that you should always finish your communication with the key message as the lasting memory
Power of three
Research suggests that we remember information better if there are just three key elements. If a fourth is introduced the message can become blurred, and typically we will remember the first, second and last point only (Carlson and Stac 2014)
PREP Method
Structure your communication: Point, Reason, Example, Point, leaving your key point as the last thing they hear. This gives evidence and support to your content and justifies your position
Name 6 reasons that partnerships may fail linking to poor communication
- A lack of understanding of roles and responsibilities can lead to misinterpretation of required tasks
- Errors and inefficiencies can reduce the cost and profitability benefits of the partnership and could affect the company’s reputation if they affect customers
- Lack of transparency and openness can result in lack of trust
- Poor buy-in to the partnership relationship because it has not effectively communicated to the wider business can affect commitment to the partnership project
- Poor communication can be a source of conflict due to misunderstandings
- If communication is poor this reduces the ability of the buyer and supplier to feedback to each other and make improvements
Name 3 benefits of trust
- Greater creativity
- Increased innovation
- Increased knowledge sharing
Name the 3 links between trust and cooperation
- Defense - win/lose
- Respect - compromise
- Synergy - win-win
Name 7 reasons lack of trust could occur
- One partner may fail to share the required level of information and may behave in a way that is not transparent.
- Communication may be poor and irregular or inconsistent
- There may be lack of understanding regarding shared goals and objectives, leading to increased vulnerabilities
- One of the partners may behave opportunistically at the expense of the partnership relationship
- One of the partners may consistently fail to meet the agreed goals and objectives of the partnerships
- A partner may disclose commercially sensitive information to a third party
- There may be issues around payments, for example, late payments made by the buyer to the supplier
Name 6 issues caused by lack of commitment to the partnership
- The buyer and supplier do not demonstrate to each other that they are committed to the partnership, perhaps by not dedicating the agreed resources to the partnership
- The buyer has not done enough research around supplier preferencing and has chosen the wrong supplier to partner with
- Senior management lacks commitment to the partnership, on the buyer or supplier side, or both
- There is a lack of joint decision-making
- There is a lack of supplier involvement in developing objectives and KPIs for the partnership
- The supplier or the buyer may have been tempted away from the partnership by short term gain and value added benefits elsewhere
Name the 14 steps that might be included in a plan for developing a partnership
- Procurement with other business functions should undertake product / service segmentation and supplier preferencing to ensure that the correct suppliers are targeted for partnership development
- Build communication planning into teams and workforce planning to help reinforce its importance and ensure that it happens
- Develop a cross-organisational team to manage the planning and partnership process, as discussed above
- Ensure that senior management is committed and visibly in support of your endeavour
- Outline the objectives and goals that the buying organisation has for the partnership and ensure that these are inline with the overall strategy and mission of the organisation
- Develop a business case and present this to senior management in order to gain approval for the approach and support for the partnership
- Undertake a stakeholder mapping exercise
- Undertake the required due diligence including credit checks and an audit of supplier premises
- Develop any required contracts or NDAs to protect confidential data and IPR
- Undertake joint objective and goal planning with the supplier, using the partnership model, and collaboration framework
- Identify resources from both the buyer and supplier for the implementation of the partnership
- Develop a communication plan that sits alongside the main plan, stating the methods of communication and how often formal communication will occur
- Assess whether any IT systems integration is required
- Once the partnership is in place planning will also need to be undertaken regarding operational activities to ensure that both partners are working towards the achievement of the agreed objectives
Value added benefits
Enhancements that a supplier makes to a product or service before sale to the buyer. This could include features at no extra cost, extended warranty periods or services such as product training
Name 5 reasons why the expected level of value added benefits from partnerships may not materialise
- The buyer may have selected through the wrong supply partner
- After a period of time working together one or both of the partners may have become complacent
- Since the partnership was developed the market may have changed, which may have eroded the value-added benefit that the supplier is able to offer a buyer
- The relationship is not being actively managed and measured
- Lack of value added benefits could also be caused by the buyer expecting unrealistic levels of value-added benefits
Porters 5 forces
- Rivalry among existing competitors
- Bargaining power of buyers
- Threat of substitutes
- Bargaining power of suppliers
- Threat of new entrants
Name 5 elements that make up the external environments
- External elements - steepled
- Levels of demand for the supplier
- Supply base of the buyer
- The buyer and supplier
- The partnership itself
Name Handy’s 4 types of organisational culture
- Power
- Role
- Task
- Person
Name 2 cultural features of power (Handys cultural type)
- Controlled by an individual
- Agile decisions
Name 2 cultural features of role (Handys cultural type)
- Well-defined structure
- Organisational authority
Name 2 cultural features of task (Handys cultural type)
- Matrix organisation
- Cross Functional Teams
Name 2 cultural features of person (Handys cultural type)
- Individual experts
- Flat organisation chart
Name the leadership style of power (Handys cultural type)
Autocratic
Name the leadership style of role (Handys cultural type)
Autocratic or paternalistic
Name the leadership style of task (Handys cultural type)
Paternalistic or democratic
Name the leadership style of person (Handys cultural type)
Democratic
Offshoring
The relocation of business, processes, for example, a customer service call centre or the manufacturing of a product, to a country where the costs of production are lower. Usually this country will be located overseas
Name 4 distance barriers to take into consideration
- Time differences
- Physical distance
- Cultural differences
- Language
