Partnering Frequently Asked Questions
What do we mean by the term 'partnering'?
What does CRAFT stand for?
How do you start to develop a partnering approach?
What are the most important considerations?
Why are relationships important in business?
What benefits can one get from Partnering?
How do you measure effective relationships?
What does a good partner look like?
If partnering is about working well together why do I need a dispute procedure?
How important is the behaviours of individuals?
Is partnering always a good idea?
Do I need executive support for partnering?
Everyone talks about trust but how do you get that in a contract?
Do I need a partnering agreement and a contract?
How do I protect intellectual property?
Can Partnering help with outsourcing contracts?
Is partnering just about working without conflict?
What is the down side to partnering?
How do I know if my partner is competitive?
What sort of savings can I expect from a partnering relationship?
What sort of structure is needed to manage a partnering arrangement?
How do I know if my organisation is suitable to partner with others?
Is there a risk in Partnering?
How do customers react to partnering arrangements?
Why do I need a relationship management framework?
Can partnering help develop CSR programmes?
What do I do when a partner’s performance is not adequate?
How long should I allow for a partnering arrangement to mature?
How do I know I am getting value for money?
How do I know if my partner is competitive?

The selection process should consider the traditional competition environment and there should be provision in any agreement to test the market. This is ok in the majority of cases but for complex partnering programmes which involve for example joint marketing then at the outset it is important to lay down clear and agreed performance milestones to gauge the continued value of the relationship.