criteria Cooperation (Associativity) according to TOP 5 Clienting-Profit-Strategy ©
.
First Cooperations © ESC meaning they are only forms of association, which develops a compelling benefit to a specific target group (Client Profit). The successful cooperation is determined by the relationship between synergies and internal friction losses. With the common goal of maximizing the benefit of the common target group = clients ("Client-Profit"), the synergistic effects will be larger. Only with this goal, it is feasible reconcile the disadvantages of partnerships: attachment, dependency and conflict. Is that generally tends to "partners" individual benefit more than others within the association, leading to increasing conflicts and finally, threatening total associativity.
Second The goal determines success. Working together is easier to solve problems individually. This is where you can "lock" and connect information, ideas, forces and means. If all members work on the basis of the same interests, the "spiritual exchange" is much more open and powerful. The information, reasoning and ideas are encouraged interactively. Of ideas and solutions about, automatically develop ideas to deepen in the other, producing an effect on the ideas first. Multilateral effects are generated as: motivation, correction, strengthening and stabilization, ie, group dynamics. This development can be directed towards the positive or negative. The direction it takes will depend on the goal. The common goal and motivations that are generated from it, not only determine the direction and strength of this development, but also about the disintegration of the consolidation or cooperation. Common goals based on criteria TOP 5 CPS © increase significantly the chances of success.
Third A greater benefit and success with less effort, dispersion of creativity and innovation. To jointly develop solutions to problems or needs of the common target groups, each member must contribute only a fraction of factors such as intelligence, knowledge, time, cost and others. With the premise of a good organization of the group and through greater strength in the ability to perform, the benefit will be greater than to do it on their own. In other words, the overall success grows more rapidly than the number of cooperation partners. This occurs due to increased attractiveness that is generated in their target groups and the "ideal client" in these fields.
Fourth larger the experiences of success, the greater the motivation of the consortium. The lower the experiences of success, the sooner will produce the disintegration of the association. With the shared goal of increasing the benefit to the target group = clients (Client-Profit), successes occur faster, safer, and more durable. Fundamentally, this is true: the better the resolution of problems of the target group, the better it will solve their own problems of supply export, sale, or at least become easier. Partnerships that aim at solving common tasks (eg associativity supply), sometimes are better than nothing, but have the limitation that are not competitive market-oriented, positive and the opportunities presented within the dynamics of change. They also have a tendency to neutralize the advantages of association by internal friction, as they tend to focus on the weaknesses and threats, a circumstance under which the strengths and opportunities to take second or third place. Unlike a traditional SWOT, ESC © focuses on strengths and focuses only on clear bottlenecks depending on the specific goal and not to correct all kinds of weaknesses.
At least in the long run, all kinds of cooperation should aim to benefit a particular target group and not only seek personal gain.
Contemplate the following criteria in formulating the scope of tasks and goals:
Þ Scope of tasks and goals should be motivating enough. Þ
scope of tasks and goals should be formulated under the principle of concentration, ie specialization. Þ
starting point is the level of experience, knowledge, current strengths of the partners. Þ
scope of tasks and goals should be specific and promising success. Þ
dynamic evolution of the scope of tasks and setting goals. Þ
Determination own bottlenecks and target groups. Þ
common goals are the core of cooperation. Þ
common goals act as the "constitution" and should not be jeopardized. Þ
neatly in the formation of associative. Þ
Finding complementary partners on the original. Þ
Defining the depth of cooperation.
Second The goal determines success. Working together is easier to solve problems individually. This is where you can "lock" and connect information, ideas, forces and means. If all members work on the basis of the same interests, the "spiritual exchange" is much more open and powerful. The information, reasoning and ideas are encouraged interactively. Of ideas and solutions about, automatically develop ideas to deepen in the other, producing an effect on the ideas first. Multilateral effects are generated as: motivation, correction, strengthening and stabilization, ie, group dynamics. This development can be directed towards the positive or negative. The direction it takes will depend on the goal. The common goal and motivations that are generated from it, not only determine the direction and strength of this development, but also about the disintegration of the consolidation or cooperation. Common goals based on criteria TOP 5 CPS © increase significantly the chances of success.
Third A greater benefit and success with less effort, dispersion of creativity and innovation. To jointly develop solutions to problems or needs of the common target groups, each member must contribute only a fraction of factors such as intelligence, knowledge, time, cost and others. With the premise of a good organization of the group and through greater strength in the ability to perform, the benefit will be greater than to do it on their own. In other words, the overall success grows more rapidly than the number of cooperation partners. This occurs due to increased attractiveness that is generated in their target groups and the "ideal client" in these fields.
Fourth larger the experiences of success, the greater the motivation of the consortium. The lower the experiences of success, the sooner will produce the disintegration of the association. With the shared goal of increasing the benefit to the target group = clients (Client-Profit), successes occur faster, safer, and more durable. Fundamentally, this is true: the better the resolution of problems of the target group, the better it will solve their own problems of supply export, sale, or at least become easier. Partnerships that aim at solving common tasks (eg associativity supply), sometimes are better than nothing, but have the limitation that are not competitive market-oriented, positive and the opportunities presented within the dynamics of change. They also have a tendency to neutralize the advantages of association by internal friction, as they tend to focus on the weaknesses and threats, a circumstance under which the strengths and opportunities to take second or third place. Unlike a traditional SWOT, ESC © focuses on strengths and focuses only on clear bottlenecks depending on the specific goal and not to correct all kinds of weaknesses.
At least in the long run, all kinds of cooperation should aim to benefit a particular target group and not only seek personal gain.
Contemplate the following criteria in formulating the scope of tasks and goals:
Þ Scope of tasks and goals should be motivating enough. Þ
scope of tasks and goals should be formulated under the principle of concentration, ie specialization. Þ
starting point is the level of experience, knowledge, current strengths of the partners. Þ
scope of tasks and goals should be specific and promising success. Þ
dynamic evolution of the scope of tasks and setting goals. Þ
Determination own bottlenecks and target groups. Þ
common goals are the core of cooperation. Þ
common goals act as the "constitution" and should not be jeopardized. Þ
neatly in the formation of associative. Þ
Finding complementary partners on the original. Þ
Defining the depth of cooperation.
Development of a Strategic Cooperation by ESC ©
Campos
Action Target Groups ▼
(Clients)
▼
Research Problems, Needs and Desires
(customers)
▼ ▼
Solutions Development Testing at Target Groups
▼
Materialization ▼
Marketing Improvement ▼
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