MPA 207 Planning Process IGPS LNU Summer 2022

1. PARTNERSHIP DEVELOPMENT
Erika Marie A. Cruz
Presenter
Josefina B. Bitonio, DPA
Professor

2. PARTNERSHIP DEVELOPMENT
Erika Marie A. Cruz- MPA 207

3. PARTNERSHIP DEVELOPMENT
• Partnership development is the process of
identifying, vetting, launching, and managing a
mutually beneficial partnership between two or
more organizations.

4. The five Stages of Partnership
Development

5. • Before you can create a successful partnership, you
need to develop a clear strategy. A well-established
partnership strategy defines the problem you seek to
solve, lays the groundwork for internal buy-in and
commitment, and maps your team’s key assets and
gaps.
Partnership problem statement
Map of core organizational goals and KPIs
for key teams, relevant to the
partnership problem statement
List of target markets and geographies for
partnership
Map of organizational assets and gaps for
PARTNERSHIP DEVELOPMENT STRATEGY

6. • There is a universe of potential partners out
there–and most of them are probably unknown to
you. By tapping into local and global networks
and using tools like systems thinking, you stand
a better chance of connecting with organizations
that have the motivation and capabilities to
partner effectively.
Partner landscape assessment
Prioritized list of partnership
concepts and potential
Partnership Opportunity Mapping

7. • A true strategic partnership is shared from the ground up. That
means working together to co-design a partnership business
model that leverages each partner’s interests and strengths to
effectively achieve shared goals. An experienced third-party
moderator can help set the stage for success, by helping
partners build trust, retain focus, and address organizational
or personnel conflicts before they become deal-breakers.
Co-creation process or workshop
Partnership concept paper (with key
goals,
activities, and roles and
responsibilities)
Partnership Design and Facilitation

8. • Partners can put out a wonderful press release announcing their
new partnership–but still come up short when it’s time to
actually do the work. It’s crucial to think through partnership
roles and responsibilities and match tasks to timelines.
Communicate often, report on progress regularly, empower key
team members, and prioritize strong, adaptive partnership
management.
Collaborative annual (or quarterly)
partnership activity plans
Impact monitoring metrics and plan
Communications and reporting plan
Partnership Adaptive Management and Implementation

9. • From the very start, you should be thinking about
what comes next for partnership sustainability and
scale. This can look quite different depending on
what your partnership set out to achieve. But the key
question is: What would it take to grow our impact
and make it last?
Partnership sustainability plan
Map of pathways to scale, and corresponding
action plan
Scaling and Sustaining Impact

10. ADVISE

11. MANAGED PARTNER
• Relationships should be staffed with advisory roles (e.g.,
technical advocates and business development managers) that
keep them up-to-date on new product developments. These
“trusted advisor” relationship are important as these partners
have greater leverage on revenue and are less likely to adopt
faster than the broader market organically.
• There is a distinctly different
approach to recruiting managed
partners, with more hard and
soft investment required up
front. Recruit partners won’t
have proper motivation (despite
incentives) if there isn’t customer
demand. If your sales teams
can identify customers who
desire to see the partnership
happen, that will provide context
on which to recruit an otherwise
reluctant partner.

12. Breadth partner
• Communications comes in a more automated form
(newsletters, blogs, video recordings, etc.). This
could be triggered from “partner program”
membership or opting into a 1-off web
campaign. The goal here is to grow these
partners into deeper levels of partnership
commitment.
• Your breadth communications systems should
also apply to managed partners, but they’ll want
support to help adapt to their particular business
context. We’ll talk about partner programs
another time, but the important thing is to “talk
with”, not “talk to”.

13. Your target ecosystem
• defined as the key influencers for
adoption of your product) need to be
reached in a way that they feel connected
to the company. The message needs to
be delivered in context of their
environment such that they see you as a
peer in their community versus fly-by-
night promotion of your latest
product. The goal is to grow advocates
among this target ecosystem — they are
an indirect way to influence your depth
and breadth partners.

14. vendors
• They’re a bit like “managing up”
your boss. Keep them informed to
the degree they require and
continually probe for additional
opportunities and initiatives. In this
way you stay on their managed
partner list and will learn about new
resources (so you can advise them
how you fit as a preferred partner).

16. REFERENCES
• https://www.resonanceglobal.com/blog/what-is-partnership-development
• https://www.competegy.com/post/the-4-stages-of-partner-development
• https://www.resonanceglobal.com/partnership-development/strategy-and-development
• https://www.resonanceglobal.com/partnership-development/opportunity-mapping
• https://www.resonanceglobal.com/partnership-development/design-and-facilitation
• https://www.resonanceglobal.com/partnership-development/adaptive-management
• https://www.resonanceglobal.com/partnership-development/sustaining-and-scaling-
impact

17. EACRUZ-MPA207