Here then we need to ask ourselves what is being done in comparison with our competitors: we need to carefully evaluate pricing strategies, promotion and our own know-how to leverage what makes our business unlike any other.
A strategy capable of making a difference, but often underestimated, is the ability to choose and create relationships with the right partners. In fact, theirs selection it must not be limited to a mere choice of the most advantageous economic offer, but rather must take into account many factors. Furthermore, you must think of a structured path of choice in order to have the best possible partnership for your company.
The main stages of qualification of international partners are summarized in:
– Selection of partner
– Qualification of partner according to defined criteria
– Evaluation of his performance
– Requalification and confirmation of partnerships
The selection process begins with defining the qualification criteria according to which the partner will be selected, and may include multiple factors, but those to absolutely take into consideration are:
- Competence: you need to check the counterparty's experience in the relevant field, for example by trying to understand which clients they have worked with previously, or by asking for references: often the most important clients are included directly on the potential partner's website. Another suggestion can come from obtaining an ISO certification (quality, safety, environment, IT);
– Services and products offered: checking the catalogue, the website. The products and/or services offered must correspond to our expectations, what we need at a given moment and above all have the best quality at the right price;
– Delivery and intervention times: respect for the conditions of service and timing are fundamental for a good partnership. The counterparty cannot exceed the deadlines or deadlines, otherwise it will negatively affect our profit margin;
– Assistance technique: intervention times e capacity to guarantee operational continuity;
– Finally, theeconomic aspect it is a criterion that must be weighed considering the other evaluation criteria and can never be the only factor determining the qualification of a supplier.
Once the requirements of the products and services to be supplied have been agreed, the contractual terms and conditions must be shared responsibility of the supplier in the event of default.
Once all of the above analyzes have been performed, the potential partner must be qualified. For example, each analysis can be given a score on a defined numerical scale, or a comment, so as to keep in mind the strengths and weaknesses of each counterpart. Finally, potential partners will be compared to elect and choose the one most suited to our needs.
At this point, the real partnership can begin: the selection and qualification process, however, does not end. It is in fact important to monitor its performance, keeping in mind indicators studied ad hoc and updated periodically.
Think of vendor control as a model static is limiting. The methods are to be evaluated from time to time based on the type of supply or service, the associated critical issues and customer needs.
Performance can be evaluated on the basis of various criteria:
– Compliance: adherence to contract; compliance with procedures and protocols as provided;
– Quality of the service: relationships periodicals on delivery times, quality of products or services, operational continuity;
- Safety: adequacy documentation, absence of accidents and injuries, training of personal;
– Environment: environmental permits, absence of environmental accidents;
– IT services: data protection policy, absence of data breach.
There qualification assessment of the international partners has as its main objective the verification of the conditions necessary to confirm the maintenance of qualification and registration insupplier register.
Companies that manage many suppliers, for example a support network, define a ranking associated with the performances obtained during the year, in order to provide economic incentives to those who perform best.
Only in this way can we think of developing the company, creating value and accelerating growth: the objective is to do so increase earnings without affecting savings.
We don't say all this, but our customers say it: it's the experience of Panariagroup in India. Founded in 1974, it is active in over 130 countries, specializing in luxury ceramics with the production of porcelain stoneware and laminated stoneware.
The company relied on Octagona to activate a joint venture in India, discovering the importance of being able to count on international partners reliable and with unique characteristics. Here is the comment by Bartolomeo Vultaggio, Group Internal Audit and Investor Relations from Panariagroup:
“Thanks to Octagona's scouting capabilities we identified the ideal international partner to start our operations in India and establish a joint venture. Octagona followed us for the entire duration of the project with professionalism and competence. In addition to the real experience of the Indian market, we remained very satisfied with human relationships that have been built and developed."
Do you also want to find out how to choose the international partners right and what factors should you consider? Then click below and contact us!
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