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Collaborator Analysis

The document discusses the nature and types of business collaborations. It defines a collaborator as an outside entity that a company delegates a subset of typically non-core activities to. Collaborators can be involved in areas like research and development, manufacturing, services, advertising, distribution, and marketing research. Collaborations can be vertical along the value chain or horizontal with similar level companies. They can also be explicit through contracts or implicit without formal agreements. Key functions of collaborators include designing customer value through activities like product development, communicating value through advertising, and delivering value such as distribution.

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DianElizz Zea Santana
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374 views

Collaborator Analysis

The document discusses the nature and types of business collaborations. It defines a collaborator as an outside entity that a company delegates a subset of typically non-core activities to. Collaborators can be involved in areas like research and development, manufacturing, services, advertising, distribution, and marketing research. Collaborations can be vertical along the value chain or horizontal with similar level companies. They can also be explicit through contracts or implicit without formal agreements. Key functions of collaborators include designing customer value through activities like product development, communicating value through advertising, and delivering value such as distribution.

Uploaded by

DianElizz Zea Santana
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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FRIENDS HAVE ALL THINGS IN COMMON PLATO

COLLABORATOR ANALYSIS

THE NATURE OF COLLABORATOR


INVOLVES ENTERING INTO A RELATIONSHIP AN OUTSIDE ENTITY AND DELEGATING TO IT AND DELEGATING TO IT SUBSET OF THE COMPANYS (TYPICALLY NON-CORE) ACTIVITIES. DEFINE BY THE NATURE OF THE COLLABORATING ENTITIES AND THE RELATIONSHIPS AMONG THEM.

COLLABORATOR ENTITIES

SPAN DIVERSE FUNTIONAL AREAS , AND VIRTUALLY ANY TWO ENTITIES CAN BE COME COLLABORATORS.

RESEARCH AND DEVELOPMENT COLLABORATORS

WORK WITH THE COMPANY ON DEVELOPMENT OF NEW PRODUCTS OR SERVICE

MANUFACTURING COLLABORATORS

ASSIT THE COMPANY WITH PRODUCING THE ACTUAL PRODUCT.

SERVICE PROVIDERS

COLLABORATE WITH COMPANY TO DELIVER THE SERVICE ASPECT OF THE COMPANYS OFFERING

ADVERTISING AGENCIES

ASSIST THE COMPANY WITH PROMOTING ITS OFFREINGS, MANAGING PUBLIC RELATIONS , DEVELOPING COMMUNICATION AND BRANDING STRATEGIES AND CONDUCTING MARKETING RESEARCH

DISTRIBUTORS

SUCH AS WHOLESALERS AND RETAILER, COLLABORATE WITH THE COMPANY BY FACILITATING THE DELIVERY OF ITS OFFERINGS TO TAGET CUSTOMERS.

THE SALES FORCES

COLLABORATES WITH THE COMPANY TO PRMOTE AND/OR DELIVER ITS OFFERING TO TARGET CUSTOMERS

MARKETING

RESEARCH ENTITIES WORK WITH THE COMPANY TO BETTER UNDERSTAND THE COMPANYS CUSTOMERS, COLLABORATORS, COMPETITORS, AND THE OVERALL CONTEXT IN WHICH THE COMPANY OPERATES.

COLLABORATION TYPE
Figure 1. Vertical and Horizontal Collaboration

VERTICAL COLLABORATION
Company Collaborator Located along the value- delivery chain

Collaborator
Customers

Company
Customers

Supplier - Manufacturer - Distributor - Customer

HORIZONTAL COLLABORATION
Usually ocuppy the same level of the value- delivery chain Company Company Company

EXPLICIT COLLABORATION

IMPLICT COLLABORATION

INVOLVES CONTRACTUAL RELATIONSHIPS , SUCH AS : -LONG TERM - CONTRATUAL AGREEMENT -JOINT VENTURES AND FRANCHISE AGREEMENTS. THE KEY ADVANTAGE : - FOSTERS A LONG-TERM RELATIONSHIP AMONG COLLABORATING ENTITIES, LEADS TO GREATER EFFECTIVENESS AND COST-EFFIENCY ON THEIR ACTIVITIES. EXPLICITY COLLABORATION HAS DRAWBACKS , SUCH AS LOWER FLEXIBILITY , GREATER SWITCHING COST, AND STRATEGIC RISK OF CREATING A POTENCIAL COMPETITOR BY SHARING KNOW-HOW AND STRATEGIC INFORMATION.

NOT INVOLVE CONTRACTUAL RELATIONSHIP AND TENDS TO BE MORE FLEXIBLE THAN EXPLICIT COLLABORATION.

COMES AT THE COST OF INABILITY TO PREDICT THE BEHAVIOR OF VARIOUS CHANNEL MEMBERS
IMPLICIT COORDINATION IS A LOWE LEVEL OF COMMITMENT, RESULTING IN UNWILLINGNESS TO INVEST RESOURCES TO CUSTOMIZE THE CHANNEL OF PARTICULAR MANUFACTURER. IMPLICIT COORDINATION IS LIKELY TO LEAD TO LOWER COST EFFICIENCY (VIS - -VIS EXPLICIT COLLABORATION)

KEY COLLABORATOR FUNCTIONS


INVOLVES BUSINESSTOBUSINESS INTERACTIONS IN WHICH A COMPANY AND ITS COLLABORATORS WORK TOGETHER TO DELIVER SUPERIOR VALUE TO TARGET CUSTOMERS BECAUSE VALUE CREATION INVOLVES THE PROCESS OF DESIGNING, COMMUNICATING AND DELIVERING VALUE TO TARGET CUSTOMERS , COLLABORATION MAY OCCUR IN ONE OR MORE OF THESE AREA. INVOLVES VALUE-DESIGN ACTIVITIES SUCH AS PRODUCT AND SERVICE DEVELOPMENT , BRAND BUILDING AND INCENTIVE DESIGN. INVOLVES VALUE COMMUNICATION ACTIVITIES SUSH AS ADVERTISING AND PUBLIC RELATIONS. INVOLVES VALUE DELIVERY ACTIVITIES SUCH AS PRODUCT DISTRIBUTION, SERVICE AND INCENTIVES DELIVERY.

Figure 2. Allocating Marketing Fuctions across Collaborators MARKETING FUNCTIONS


DESIGN VALUE COMMUNICATION VALUE DELIVER VALUE

COLLABORATORS
R&D ENTITIES
Collaborator Customers Company Collaborator Customers Company Collaborator

COLLABORATOR TO DESIGN CUSTOMER VALUES


INVOLVES ACTIVITIES AIMED AT CREATING AN OFERING THAT AS THE POTENTIAL TO DELIVER SUPERIOR VALUE TO TARGET CUSTOMERS IN A WAY TO ENABLES THE COMPANY AND ITS COLLABORATORS TO REACH THEIR STRATEGIC GOALS.

PRODUCT DEVELOPMENT

COMPANIES OFTEN DEVELOP PRODUCTS IN COLLABORATION WIT OTHER ENTITIES

SERVICE DEVELOPMENT

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