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of achieving them? Segment, figure out how you will measure performance and progress, and pick your strategic partners.

 

The next step is to collaborate on picking some pilots. By working together, you will build more trust and further improve the relationship, setting the stage for more ambitious efforts –– a virtuous circle.

Summary: Strategic Partnering is Key to Future

Going forward, breaking the mold on partnering will be the key to continued success, growth and profitability in a difficult market.

Strategic partnering enables you to rise above the unproductive bickering and dickering that goes on between too many trading partners at too many levels. Strategic partnering gets everybody on both sides of the relationship looking at the larger picture, at the things that can really make a difference.

 

Best-in-class companies already follow this process, or something very like it. Strategic partnering is rigorous — it requires all the considerations, thoughtfulness, discipline, structure and effort outlined above.

 

And it is potentially the most rewarding initiative you will undertake in 2009 and beyond. n

 

Peter M. Eschenburg is Senior Manager, National Consumer Products / Food Industry Practice for

Hitachi Consulting. He has over 30 years of food industry experience, directly and as a consultant.

His specialty is helping food industry clients maximize revenue and profit. Most recently, he has

concentrated on assisting clients in their efforts to improve bottom-line profitability through trade

promotion spending optimization, strategic price management and the holistic application of

trading partner relationships to enhance competitiveness. He has held consulting positions with

The Partnering Group, Inc. and KPMG Management Consultants; and has held senior-level sales and

marketing positions with The Coca-Cola Company and The Pillsbury Company.

peschenburg@hitachiconsulting.com