Part One - Overview

Introduction

Overview

What is meant by partnering?
How is Framework Programme Six different?
What are the responsibilities of a partner?
What are the major risks?
How do you set up an effective consortium?

Checklists

Finding Partners

Managing expectations

Making the commitment

Getting started

Sustainability

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

Your motivation for partnering

Access to critical background IPR and to missing skills

Critical mass

Enhanced credibility/capability

Access to markets

Working with large commercial partners is not the only way of gaining access to a bigger or wider market. One or more flag-ship users from the private or public sector can give the project results greater visibility or credibility within a market area that the consortium otherwise has no presence in.

  • The opportunity of exploiting those new markets (whether sectoral or geographical) can be enhanced by bringing established specialist suppliers into the consortium.
  • Trade Associations and other Non-Governmental Organisations (NGOs) can also give a consortium a conduit into a particular group of potential users.

However, when the motivation for involving additional partners in the consortium is primarily a ‘downstream’ commercial relationship, the benefits for that type of partner may not become apparent for some time beyond the life of the project. This is a particularly difficult aspect of partnering to manage, since the commitment of that partner within the project will be seen as a lot of effort for no real return.

Spreading risk