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Collaborating Effectively with Commercial Training Providers

Collaborating Effectively with Commercial Training Providers. Tim Runacre CIPD Enterprises. Session Overview. History and context Choosing the right commercial partner Typical partnership frameworks and activities Managing the brand Common pitfalls

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Collaborating Effectively with Commercial Training Providers

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  1. Collaborating Effectively with Commercial Training Providers Tim Runacre CIPD Enterprises

  2. Session Overview • History and context • Choosing the right commercial partner • Typical partnership frameworks and activities • Managing the brand • Common pitfalls • Recommendations for effective collaboration

  3. History and Context Professional Body Private Learning Provider USP’s: Professional standards, membership USP’s : Routes to corporate market, operational capability University / Business School USP’s : Knowledge, content and awarding power

  4. Choosing the Right Partner • A rigorous and objective selection process Expression of Interest (Filter) Senior Management Review (Shortlist) Interview and presentation (Selection) Contract drafted (Appointment) • To pitch, or to be pitched to? • Agent or partner? • Intuitive feel for trust and competence

  5. Frameworks and Activities (B) Choosing the right financial framework… • Flat fee / daily rate • Annual / per unit licence fee • Revenue share • Profit share Ease of Administration

  6. Managing the Brand • Leveraging, not exploiting or misrepresenting • Control of all collateral (electronic and paper) • Clear guidelines for the partner • Ensure values are mirrored, not just the badge • Be clear how your partner’s brand is perceived – is there alignment?

  7. Brand: Example 1

  8. Common Pitfalls • Partnership model based on revenue above all else • Hidden agendas from one or both partners • Inadequate market research and testing • Undefined USP’s • Operational and financial frameworks not properly worked through and tested • Pressure to compromise academic integrity / standards of assessment • Unclear who ‘owns’ the client • A reluctance to support the sales process

  9. Summary Recommendations for Effective Collaboration • Identify partners with growth potential (e.g. geographical footprint) • Flexibility: product changes will need to be made to ensure it is saleable • Flexibility, but not at the expense of quality standards • Ensure robust contract (or at least an MoU) is in place • Ensure partnership operation is properly resourced and will not be impacted by staff turnover • Agree service levels upfront • Start with a no-obligation ‘pilot’ to gauge effectiveness • Identify areas for product / revenue growth when ready

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