Business Partnerships

Paper Summary:

This paper explains that the cornerstone for analyzing the many partnerships between companies, distribution partners and services organizations needs to first start with the definition of contingencies across partnership networks. The author points out that the structure of contingency-based models needs to include the "five lenses", which are formality, power, risk, structure and time-frame. The paper stresses that, for any organization to create sustainable value and differentiation, which transcend product generations and pricing strategies, there needs to be a strategic focus on achieving balance throughout the "value partner architecture framework". The paper includes a figure describing the "value partner architecture framework".

Table of Contents
Introduction
Analysis Part
Analyzing Value Partner Architecture Frameworks using the Five Lenses Model

From the Paper:

"The next logical step to take with any model of partnership is to test its role in the context of global competitiveness. As cultures globally have significantly different approaches to defining formality, power, risk and structure, and consequently have major differences in their view of time as well. These five factors that comprise the Five Lenses in turn exacerbate the power distances as defined by Geert Hofstede in his award-winning work on power distances and the wide variations in specific areas of the Five Lenses as they relate to partnership planning, execution and management."

Sample of Sources Used:

• Buzzel, R.D., & Gale, B.T. (1987). The PIMS principles: Linking strategy to performance. NY: The Free Press. Pp.129 - 138,
• Cleland, A. S., & Bruno, A. V. (1997). Building customer and shareholder value. Strategy and Leadership, 25(3), 22-28.
• Collins, J. C., & Porras, J. I. (1996, Sep-Oct). Building your company's vision. Harvard Business Review, 65-77.
• Day, G. S. (1994, October). The capabilities of market-driven organizations. Journal ofMarketing, 58, 37-52.
• De Geus, A. (1997). The living company. Cambridge, MA: Harvard Business School Press., 34 - 45.

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• Book Review # 67572 : "Doing Business with China"

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