Vendors & Partners
Are external relationships creating enough value for the economics they take?
External tools, platforms and commercial partners can add distribution, conversion, capability and confidence. We assess that value against cost, overlap, dependency and the role each relationship plays in the customer journey.
VALUE · COST · DEPENDENCY
External relationships
Value added and value transferred should be visible in the same view.
The purpose is to understand the economics of the relationship, not to assume that intermediaries or technology are unnecessary.
Value created
What capability, distribution or commercial outcome does the relationship genuinely add?
Economics
Is the value created sufficient for the fees, margin or economics transferred to the external party?
Dependency & overlap
Does the relationship create avoidable overlap, concentration or switching dependency?
What we review
Commercial contribution, cost and dependency at category level.
The scope is set around material relationships and management decisions, without publishing proprietary audit mechanics.
Value created
What capability or commercial outcome does the relationship add?
We clarify the role the partner plays and what the business would lose without it.
- Distribution
- Conversion
- Capability
- Confidence and operating support
Economics and dependency
What does the relationship cost or constrain?
We review fees, transferred economics, overlap and dependency in the context of the value received.
- Direct and indirect cost
- Overlap
- Value captured elsewhere
- Dependency and switching constraints
Management output
A relationship-level view of value, economics and action.
The conclusion distinguishes relationships that justify their role from those that need clearer terms, reduced overlap or a different dependency position.
Retain
The relationship creates sufficient value for its economics and role.
Adjust
Terms, overlap, use or dependency should change while the relationship continues.
Replace or remove
The value no longer supports the cost or strategic dependency.
The objective is a stronger buyer position across the external marketing system.
Where we start
Start with the external relationship whose value or dependency is least clear.
We look at its role, economics and alternatives before deciding whether a deeper review is justified.