8.1 Developing and Building Partnership

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Developing and Building Partnership Strategies

Partnership development is one of the key services we provide at Beam Consulting to support our clients’ businesses and expand their scope. To deliver optimal results, we undertake the following steps and stages: understanding our clients’ current situation, grasping their strategic directions, and identifying gaps they seek to fill. To achieve this goal, we rely on prominent analytical tools, both descriptive and quantitative, such as SWOT & PESTEL analyses. These tools help us analyze our clients’ internal and external environments, identifying strengths, weaknesses, threats, and future opportunities that require focused attention.
This analysis enables us to gain a precise understanding of our clients’ positions and develop partnerships that align with their requirements and needs. To outline our approach in developing and building partnership strategies, we provide detailed descriptions of the related services below

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Internal Environment: SWOT

We utilize strategic analysis tools to deepen our understanding of the internal factors within the organization that could impact partnership success. We identify strengths, weaknesses, opportunities, and threats that need consideration when developing the strategic partnership roadmap

Strengths:

Strengths of the company include: current existing partnerships, financial resources, expertise, and personnel.

Weaknesses:

Internal weaknesses include: insufficient human and financial resources, lack of internal coordination among stakeholders, weak marketing efforts, unclear roles of current partners, and inactive existing partnerships.

Opportunities:

Internal opportunities to leverage and improve include: activating existing partnerships, enhancing coordination between internal and external departments, engaging stakeholders, and developing marketing channels.

Threats:

Threats are the gaps that need detailed identification and solutions, such as: loss of seriousness in existing partnerships, overlap in executive functions across multiple departments, lack of clarity in departmental responsibilities, and financial resource constraints.

Quantitative Analysis of Internal Environment Analysis: (Illustrative Example):

We identify the extent of correlation between these initially identified points with partnership management, assess their impact on partnership development, gather data, and draw conclusions about the points that require more focus when building the strategy.

The external environment: PESTEL

Using PESTEL, we study external factors that could potentially impact the future activation of partnerships, which must be considered when building and developing partnership strategies. The analysis of the external environment identifies political, economic, legal, social, environmental, and technological factors.

We employ workshop methodologies for data collection, preparing surveys for employees across all departments, to identify the gaps our clients aim to address through partnership development and building.

Defining evaluation objectives

Preparing data collection forms and questionnaires directed at the relevant executive departments

Analyzing data and evaluating results by comparing them with the company's objectives

Benchmarking is one of the best analytical practices we focus on to enhance performance and achieve competitive excellence. We tailor our analytical tools to meet our clients’ requirements by analyzing leading entities in a specific field. This helps us identify gaps that need focus and closure to achieve optimal results, develop effective and sustainable strategies, and ensure our clients’ success and distinction in partnership development and implementation.

Developing Conclusions

Analyzing data to identify best practices

Collecting relevant data

Identifying benchmarking criteria

Identifying leading global and local companies and entities in the specified field

Identifying priority topics for developing partnerships

Specific

Measurable

Achievable

Relevant

Time-bound

Analyzing the strategic objectives of stakeholders and aligning them with our clients’ objectives

Describing the alignment of stakeholders’ strategic objectives with our clients’ strategy

Classifying the alignment (high, medium, low)

Analyzing the strategic objectives of stakeholders and aligning them with our clients’ objectives

Describing the alignment of stakeholders’ strategic objectives with our clients’ strategy

Classifying the alignment (high, medium, low)

Building the Strategic Partnership Map

Aligning Company’s Strategic Objectives with Relevant Global and Local Entities

At this stage, our specialized team is engaged to build strategies aimed at achieving optimal results. We align our clients’ strategic objectives with key entities whose operations intersect with our clients or stakeholders, and who could impact our clients’ business operations.

The methodology of aligning strategic objectives is based on three main stages:

Vision Definition: The vision is defined based on the aspirations of the organization and its leadership. It is crafted in a clear, simple, and understandable manner, reflecting long-term ambitions and strategic directions.
Mission Definition: The organisation’s mission is defined by clarifying what it does, for whom, and its core values, articulated in a simple and clear statement that enhances belonging among its members.
Strategic Partnership Objectives Definition: Building on the previous stages, the phase of defining strategic partnership objectives comes next. This aims to strengthen the efforts undertaken, formulating these objectives using the SMART goals tool.