What do you do if you need to evaluate partnership options strategically?

As parcerias estratégicas em primeiro lugar tem que estar alinhadas com os propósitos e objetivos das organiza??es envolvidas,caso contrário tem um grande potencial da parceria n?o prosperar. Em segundo lugar é importante que as equipes e as lideran?as estejam na mesma página e com a mesma intensidade para fazer o projeto prosperar. N?o existe espa?o para super egos e t?o pouco para deslumbramento de uma das partes, os envolvidos tem que trabalhar de forma linear e uniforme , buscando alcan?ar as metas definidas, que dever?o ser racionais e atingíveis. Jamais superestimar os gols ,evitando o stress e a desistência de qualquer uma das partes , provocando a perda do capital investido até ent?o.

The real essence of a successful partnership is when a perfect blend of goals and results is met together. I am of the opinion to firstly formulate the partnership plan along with the final goal. An alignment with other players is imperative and tweaking the plan to ensure a successful partnership is executed. The real success of a partnership is when both parties set their goals to be achieved for themselves and work collectively to achieve the collective and individual goals. It's always a team effort and never an isolated one.

In my experience, the first step in strategic partnership evaluation is to align our company's goals with those of potential partners. For instance, when EasyWeGo sought to expand our eSIM service coverage, we aimed for a partnership with telecommunications operators who were also looking to innovate and capture the global traveler market. By doing so, we ensured a mutual drive toward enhancing global connectivity solutions, which was central to both our objectives. This alignment has often been the cornerstone of our partnerships, ensuring that both parties are working towards a common goal, which is essential for long-term success.

One thing that I have found helpful is thoroughly assessing the cultural and operational fit of potential partners. For example, when EasyWeGo partnered with local taxi companies in Vietnam, we looked beyond their market reach; we evaluated their service quality, customer feedback, and employee satisfaction. This ensured that their business values and operations resonated with our commitment to customer excellence. Misalignment in such fundamental aspects can disrupt not only the partnership but also affect customer perceptions and brand integrity.

One time at work, we had to decide whether to partner with a workspace provider in the APAC region. We conducted a comprehensive risk analysis that examined factors such as the provider's financial health, market reputation, and scalability potential. This evaluation helped us foresee that while the provider was popular locally, their expansion capabilities were limited, posing a risk to our growth plans in the broader APAC market. This analysis was crucial in opting for a more robust partner with aligned growth ambitions, ensuring sustainability and scalability.

From my role as Chief of Partnership, I've learned the importance of prudent resource allocation. In initiating our shared workspace booking feature, we had to decide how much of our budget and manpower to allocate to the partnership with local workspace providers. It required a balance to avoid overcommitment, ensuring that our core services like eSIM and taxi bookings weren't neglected. This kind of strategic resource distribution ensures that while new projects have adequate support, existing operations remain robust.

An essential aspect I advocate for in any partnership is having a clear exit strategy. This was particularly relevant when we initiated a trial collaboration with a tech firm in India to integrate AI into our service bookings. We outlined specific performance benchmarks and a timeline, with agreed terms for a smooth exit if these were not met. This preparation was vital as it safeguarded our interests and ensured that the trial could be concluded without legal entanglements if the outcomes were not as expected.

Monitoring the progress of partnerships has been key in our operations at EasyWeGo. By establishing clear KPIs and regular review meetings, we could gauge the success of our integration with local ride-hailing services in Cambodia. This ongoing assessment allowed us to identify early issues with service integration and address them promptly, thus avoiding larger impacts on customer satisfaction and our brand reputation. Regular monitoring and adjustments keep partnerships productive and goal-oriented.

Reflecting on past partnership experiences, one lesson stands out: communication is pivotal. For example, during our initial partnerships for the eSIM service, regular and structured communication channels were not established, leading to misunderstandings and delays. Learning from this, we implemented a structured communication framework for subsequent partnerships, which significantly improved coordination and efficiency. Additionally, always be open to feedback from both internal stakeholders and partners, as it fosters continuous improvement and innovation in the partnership dynamics.