Post on 22-Apr-2023
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Benefits
• Time/ resources• External advisory (although this couldbe covered by key members of theinitiative or government departments)
• Collective action will increase profile• Seen by the industry to be taking a leadershipposition• Helping members who may not wish to be in thespot light on these issues, to manage theirresponse.
•Financial cost of action (althoughdifferent approaches to minimise this e.g.collective funding)•Management time in negotiatingcollective outcomes
• Costs minimised as a result of collective action• No one member in the firing line- initiative canrespond on key issues• Increased awareness of how sustainability riskimpacts business•Protection of profits through mitigation ofreputational damage•Supply chain performance improvements(associated benefits could include e.g. increasedstaff productivity and reduced absenteeism)• Meet new requirements of OFR (i.e. non-Financial Risks)
FTO
Members
Costs Benefits
• Time/ resources• External advisory (although this couldbe covered by key members of theinitiative or government departments)
• Collective action will increase profile• Seen by the industry to be taking a leadershipposition• Helping members who may not wish to be in thespot light on these issues, to manage theirresponse.
•Financial cost of action (althoughdifferent approaches to minimise this e.g.collective funding)•Management time in negotiatingcollective outcomes
• Costs minimised as a result of collective action• No one member in the firing line- initiative canrespond on key issues• Increased awareness of how sustainability riskimpacts business•Protection of profits through mitigation ofreputational damage•Supply chain performance improvements(associated benefits could include e.g. increasedstaff productivity and reduced absenteeism)• Meet new requirements of OFR (i.e. non-Financial Risks)
FTO
Members
Costs
Driving
ForcesPartner
Incentives
Costs vs
Benefits
1.R
esea
rch
2. O
pt R
ev
3. Prioritisation
MSP Packaging
Driving
ForcesPartner
Incentives
Costs vs
Benefits
1.R
esea
rch
2. O
pt R
ev
3. Prioritisation
MSP
Driving
ForcesPartner
Incentives
Costs vs
Benefits
1.R
esea
rch
2. O
pt R
ev
3. Prioritisation
MSP Packaging
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
What are the key
external and
internal factors
that the partner
needs to
address?
What are the
partner ’s
underlying
interests for being
involved in the
partnership?
What are the
costs and benefits
for the partner to
be involved?
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
What are the key
external and
internal factors
that the partner
is addressing?
What are the
partner ’s
underlying
interests for being
involved in the
partnership?
What are the
costs and benefits
for the partner to
be involved?
4. Packaging
Question that
is answered:
How should all
these factors be
packaged to
present the
optimal case?
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
What are the key
external and
internal factors
that the partner
needs to
address?
What are the
partner ’s
underlying
interests for being
involved in the
partnership?
What are the
costs and benefits
for the partner to
be involved?
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
3. Costs vs
Benefits
1. Driving
Forces
2. Partner
incentives
Question that is
answered:
Question that is
answered:
Question that is
answered:
What are the key
external and
internal factors
that the partner
is addressing?
What are the
partner ’s
underlying
interests for being
involved in the
partnership?
What are the
costs and benefits
for the partner to
be involved?
4. Packaging
Question that
is answered:
How should all
these factors be
packaged to
present the
optimal case?
Multi- sector
Partnership
2. Options
review
1. Research
3. Prioritisation
Multi- sector
Partnership
2. Options
review
1. Research
3. Prioritisation
• How do the results from step 1 fit into each partnership motive?
• What other information/ evidence exists to support each partnership motive?
• How can the arguments for each partnership motive be strengthened to provide a more strategic/commercial focus?
• Have all the motives been captured?
• Can some of the options be combined?
• Which approach is likely to most appeal to the partner?
• How many motives should be addressed in the business case?
• Which motive has the best ‘fit’ with the partnership initiative?
• What are the costs in terms of financial, time- can estimates be made?
• What non-quantifiable costs and benefits exist? Can examples be used to provide evidence?
• How can the costs/ benefits be packaged to be clear? (e.g. in terms of costs to different stakeholders ofthe company such as staff, customers etc)
• What gaps exist in knowledge of costs/ benefits included?
• Can some of the costs/ benefits be separated?
• Should some of the costs/ benefits be combined?
• If there are too many costs, why is this? Does this suggest that a partnership with that firm should notbe pursued?
• Which are the greatest costs/ benefits that should be highlighted?
• How should these costs/ benefits be presented?
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