The Coming into Force of the Contract


part of the cooperation planning. The analysis of potential competitors and their



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Business Project Management and Marketing Mastering Business Markets-201-403


part of the cooperation planning. The analysis of potential competitors and their
Table 3
Course and decision-making levels of a cooperation process
Step
Activity
Outcome
1
Reviewing the tender/inquiry
Project requirements
2
Competition analysis
Competition situations
3
Definition of the internal objectives
Necessity of cooperation
4
Definition of the company’s position in the
cooperation
Deliveries and services to be acquired
from partner(s) (cf. make-or-buy)
5
Specification of the parameters influencing
the form of cooperation
Basis for the weighting
6
Review and weighting of the parameters,
summarised evaluation
Decision on the form of cooperation
7
Compilation of the partners to be
considered and their key features
Preselection of possible partners and
decision on establishing contact
8
Contact with potential partners and
clarification of fundamental questions
Partner selection
9
Drafting and negotiation of the
cooperation contract
Conclusion of the cooperation contract
Project Cooperation
361


strengths and weaknesses (especially in their standing with the customer and in
their perception) provides information on the opportunities and competitive
advantages of certain types of cooperation, as well as the risks that exist with
regard to the receipt of the order and its management. In addition, a review
regarding the inclusion of certain competitors to defend against their market
opportunities should also take place (“If you can’t beat them, join them!”). The
competition analysis must be accompanied by a review of the internal objectives,
the strengths and weaknesses (of particular importance: from the customer’s per-
spective) and the evaluation of the internal opportunities and risks.
For the continued pursuit of the cooperation, the question of the time and the
phase in which cooperation contracts and other cooperation decisions can be made
more expediently is important. This is explained further in this chapter using the
example of the formation of supplier coalitions.
The following provides an outline of a few requirements and influencing factors
on which the further course of a project cooperation is predominantly based and
which must be included in the decision-making processes. Cooperative project
management must primarily be based on the following
preconditions
and
initial
data
:
• Project objectives and content specified and predetermined by the customer
(specifications, conditions of service and use).
• Location data (construction site) and location-related framework conditions.
• Internal financing options and those of potential partners, especially if the
customer requires supplier credits or the arrangement of buyer credit for
investment.
• Information on the legal environment (e.g. contract modalities, industrial prop-
erty rights) and other market-related environmental conditions.
• Information on internal material, personnel and financial capacities and their
temporal availability (similar for possible partners).
• Information on the individuals responsible for purchasing and circumstances that
influence purchasing for the customer as well as organizations that may be able
to influence the purchasing process (“third parties”).
• Customer specification and preferences with regard to possible cooperation
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