Strategic Partnerships: A business model blind spot?

I’ve been working on the Partnership Canvas over the last weeks, prototyping and testing it to make a seamless fit as a strategy tool with the Business Model Canvas.

Particularly, I’ve been looking into the whole experience of the strategic conversation on partnerships. When do people start raising questions on partnerships, what do they do to makes sense of their options, how do they select, engage, and negotiate with partners? During this research I also performed some search terms analytics in Google trends using important key words relating to strategic partnerships. The following (surprising) graph showed up:

Interest in strategic partnership related key words Source: Google Trends
Interest in strategic partnership related key words Source: Google Trends

Apparently interest in strategic partnerships is in decline, even though interest in business models is on the rise. This is surprising, because phenomena like channel partnering, and sharing resources are quite common business innovation phenomena, but maybe not as common as I might think. Could this imply that we’re still underutilising the potential of the partnership building block to design more robust business models?

I have a hunch that partnerships are a blind spot on the business design radar. From my experience in conducting business model workshops, partnerships are likely thrown into the equation but rarely seriously addressed. We want to have better conversations about partnerships. Especially, we want to know what the potential is of a partnership, even before it has been negotiated and implemented. That is why I’m building a partnership canvas add-on tool to the business model canvas: a tool for partnership prototyping to help improve the strategic conversation on linking partnering business models together.


Interested to learn more about using the Partnership Canvas for transformative business collaboration?
Check out our upcoming Partnership Design Masterclasses

Beyond Certification. Business model innovation for sustainability in food and agriculture

“Sustainability certification, is that legit?” somebody recently asked me. “I don’t know”, I said.

Innovation for sustainability in food and agriculture is stuck. We had the hope over the last few years that sustainability certification of agricultural products might compel the market to deliver on sustainability by laying down the rules by which it should play. Although the scientific basis for the sustainability criteria that products should meet is sound, certification hasn’t proven itself to be the right vehicle for criteria adoption. The focus is all on the standard, and not on the business model.

The question of what lies beyond certification for effectuating sustainable development in agri-food markets is thus very much upcoming. It is being discussed more as brands and traders are becoming increasingly confident about acting in markets for sustainable produce.

Though there is no definition of “beyond certification”, there are some examples in the market to date that in my opinion illustrate facets of a “beyond certification” innovation agenda. They all concern business model innovations, which provide a more fruitful ground for adoption of sustainable production standards. Some broad brush illustrations:

Sustainability as part of integrated brand communication. In this case the brand becomes the standard, and vice versa. The brand’s narrative leads in voicing the responsibility that is taken for the products it markets. Rather that explicitly communicating the technicalities of sustainability impact, the narrative will more likely cover topics like the origin and quality of the product, or the history/artisanship of the producer. Examples of concepts that already apply this are for instance Nespresso (a Nestle coffee brand) and Innocent (a fruit smoothies brand). Both certify or verify their product ingredients through a third party certifier, but this is not directly communicated to the consumer. The only communication regards the overall brand experience of a top quality and responsible product.

Joint platforms of brands/retailers and producers for a differentiated market proposition. In this example producers and the marketing brand would jointly invest in creating a business model to which they both contribute brand value. A successful example of this is for instance the Naked Wines online wine retail platform. Naked Wines brings together wine aficionados and independent wine makers. The platform provides pre-finance for winemakers’ harvest and produce, in exchange for exclusive sales and marketing of their wines through the platform. So far Naked Wines has appeal with a subscriber base of 200.000 people worldwide.

Rewards to achievement of sustainability performance. This example relates to finding smart combinations between sustainability impact, and economic reward systems. The case of Guayaki Maté tea and reforestation, shows how shade-grown maté under the forest canopy improves quality, and is able to capture added value in the market. This value is captured both through improved tea quality, as well as through the convincing claim that can be made to consumers that increasing their consumption of maté will expand the rainforest.

Conclusion
Complements need to sought between certification and new combinations of value creation that make it commercially compelling to adopt more ambitious sustainability standards. This will come from creating new market-based value systems at the farm level, or at the marketing level, or more likely both at the same time. If we truly aim to fulfill our sustainability ambitions, then we will need to delve deeper into the value creating process to find these synergies that will proliferate a higher standard of production and living.