Research timeline, with meetings, purposes and participants
| Meetings and Events | Strategic and operative meetings with partners and professionals | Sales force meetings | Events with customers | |||||
|---|---|---|---|---|---|---|---|---|
| Time frame | Steps | Meeting numbers (tot. 22) | External participants (tot. 11) | Meeting purpose | Meeting numbers (tot. 3, about 20 partici-pants each) | Meeting purpose | Meeting numbers (tot. 5, about 80 participants total) | Meeting purpose |
| 2010–2012 | Search for a new business model | 3 | 2010: Sales and marketing director Company Gamma-CG + CEO CG | Discovery: Search new business model | ||||
| 2 | 2011: consultant, sales and marketing director CG, CEO (owner) PE | Discovery: Search new business model and partnership modes | ||||||
| 2 | 2012: Sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT, consultant | Description: Involvement of the AT and sharing the methods of collaboration with the consultant as manager of the partnership | ||||||
| 2013 | Partnership between 3 companies | 2 | Managerial consultant, legal consultants (2), sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT | Mapping: Analysis of the solutions to formalize the partnership between the companies involved and, in this way, to resolve the problems of the three invoices. For this purpose, expert legal consultants were involved in the formalization procedures for the collaborations between companies | 1 | Relationship building = Presentation of the partnership and operation of combined orders | 2 | Relationship building: Presentation events of the partnership among the 3 wineries organized in two restaurants, with final customers of these companies (about 15 participants each), one in Tuscany and one in Veneto |
| 2014–2017 | Definition of the network contract among 3 companies | 2014: 4 | Managerial consultant, Legal consultants (2), Notary, Sales and Marketing director CG, CEO (owner) PE, CEO (co-owner) AT + operational staff of the three companies (3) | Relationship building = The second meeting was organized to formalize the network contract with the Notary. The third and fourth meetings were aimed at planning operational activities with the staff involved in the management of operational and interorganizational processes engineered by the managerial consultant | 1 | Relationship building: Presentation of the network contract and innovations regarding the management of combined orders | 2 | Relationship building: Presentation events of the partnership among the 3 wineries organized in two restaurants, with final customers of these companies (about 15 participants each), one in Milan and one in Rome |
| Partnership management | 2015–2017: 1/y | Managerial consultant, sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT | Partnership management: Meetings of the management committee to analyze the results of the partnership and plan the initiatives for the sales force and customers | |||||
| 2018–2022 | Partnership management | 2018: 3 | Managerial consultant, CEO (owner) PE, CEO (co-owner) AT + operational staff of the two companies | Remapping: First meeting: reschedule the partnership and operational activities. Second and third meetings, with the staff of the two companies involved to reorganize operational and interorganizational processes | 1 | Relationship building: Presentation to the sales network of the new organization of the partnership, after the exit of CG | 1 | Relationship building: Presentation event of the partnership between the 2 wineries and their final customers (about 30 participants), organized in a wine shop in Rome |
| 2019–2022: 1/y | Managerial consultant, CEO (owner) PE, CEO (co-owner) AT | Partnership management: Meetings of the management committee: to analyze the results of the partnership and plan the initiatives for the sales force and the customers | ||||||
| Meetings and Events | Strategic and operative meetings with partners and professionals | Sales force meetings | Events with customers | |||||
|---|---|---|---|---|---|---|---|---|
| Time frame | Steps | Meeting numbers (tot. 22) | External participants (tot. 11) | Meeting purpose | Meeting numbers (tot. 3, about 20 partici-pants each) | Meeting purpose | Meeting numbers (tot. 5, about 80 participants total) | Meeting purpose |
| 2010–2012 | Search for a new business model | 3 | 2010: Sales and marketing director Company Gamma-CG + CEO CG | Discovery: Search new business model | ||||
| 2 | 2011: consultant, sales and marketing director CG, CEO (owner) PE | Discovery: Search new business model and partnership modes | ||||||
| 2 | 2012: Sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT, consultant | Description: Involvement of the AT and sharing the methods of collaboration with the consultant as manager of the partnership | ||||||
| 2013 | Partnership between 3 companies | 2 | Managerial consultant, legal consultants (2), sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT | Mapping: Analysis of the solutions to formalize the partnership between the companies involved and, in this way, to resolve the problems of the three invoices. For this purpose, expert legal consultants were involved in the formalization procedures for the collaborations between companies | 1 | Relationship building = Presentation of the partnership and operation of combined orders | 2 | Relationship building: Presentation events of the partnership among the 3 wineries organized in two restaurants, with final customers of these companies (about 15 participants each), one in Tuscany and one in Veneto |
| 2014–2017 | Definition of the network contract among 3 companies | 2014: 4 | Managerial consultant, Legal consultants (2), Notary, Sales and Marketing director CG, CEO (owner) PE, CEO (co-owner) AT + operational staff of the three companies (3) | Relationship building = The second meeting was organized to formalize the network contract with the Notary. The third and fourth meetings were aimed at planning operational activities with the staff involved in the management of operational and interorganizational processes engineered by the managerial consultant | 1 | Relationship building: Presentation of the network contract and innovations regarding the management of combined orders | 2 | Relationship building: Presentation events of the partnership among the 3 wineries organized in two restaurants, with final customers of these companies (about 15 participants each), one in Milan and one in Rome |
| Partnership management | 2015–2017: 1/y | Managerial consultant, sales and marketing director CG, CEO (owner) PE, CEO (co-owner) AT | Partnership management: Meetings of the management committee to analyze the results of the partnership and plan the initiatives for the sales force and customers | |||||
| 2018–2022 | Partnership management | 2018: 3 | Managerial consultant, CEO (owner) PE, CEO (co-owner) AT + operational staff of the two companies | Remapping: First meeting: reschedule the partnership and operational activities. Second and third meetings, with the staff of the two companies involved to reorganize operational and interorganizational processes | 1 | Relationship building: Presentation to the sales network of the new organization of the partnership, after the exit of CG | 1 | Relationship building: Presentation event of the partnership between the 2 wineries and their final customers (about 30 participants), organized in a wine shop in Rome |
| 2019–2022: 1/y | Managerial consultant, CEO (owner) PE, CEO (co-owner) AT | Partnership management: Meetings of the management committee: to analyze the results of the partnership and plan the initiatives for the sales force and the customers | ||||||
Source(s): Authors own creation
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.