Page 277 - Performance Leadership
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266 • Part IV Implementing the Performance Leadership Framework

            as within an organization’s own hierarchic structures. Getting it “right”
            is measured by joint success in the market, with a good market share,
            and by building brand preference.
              The economics need to be right too. The margin should be higher
            than CPG-supplied brands, but, more important, in a joint-value rela-
            tionship, the price for the end consumer needs to be right, typically
            lower than a CPG brand. Although in added-value relationships ease
            of doing business is measured in terms of value-chain integration, in
            joint-value relationships the bar is raised again. Within a partnership
            there should be an easy crossover of resources. The more capital, staff,
            material, use of facilities, and information exchange that cross organi-
            zational borders, the more depth and meaning the relationship has.
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