A. You run a company manufacturing automobile components for retail, and your delivery company is becoming increasingly unreliable in terms of meeting delivery schedules, despite complaints from you and your customers (retail outlets) alike. 
B. Your company is part of an alliance developing the infrastructure to mine a metal deposit.  The alliance partner operating the rail link to the nearest port is struggling with cash flow.
C. You run a company that manufactures and sells proprietary solar cell-based products.  You hold some of the key patents, the others being held by a software company, with whom you’ve been developing this market-leading technology.  Their most important patent is now being breached by a competitor, but they cannot afford to defend it on their own.

These are all examples of troubled partnerships, but the implications of the trouble are very different, because the nature of the partnerships is very different.  In fact, we can position the three situations in a graph.

A process for managing Partner Value can provide you with a means of identifying those aspects of your relationship with partners where most improvement is needed.

(See Chapter  7 of Analytics for Leaders.)

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