partnership business case study

Improving the management of complex business partnerships

Partnerships never go out of style. Companies regularly seek partners with complementary capabilities to gain access to new markets and channels, share intellectual property or infrastructure, or reduce risk. The more complex the business environment becomes—for instance, as new technologies emerge or as innovation cycles get faster—the more such relationships make sense. And the better companies get at managing individual relationships, the more likely it is that they will become “partners of choice” and able to build entire portfolios of practical and value-creating partnerships.

Of course, the perennial problems associated with managing business partnerships don’t go away either—particularly as companies increasingly strike relationships with partners in different sectors and geographies. The last time we polled executives on their perceived risks for strategic partnerships, 1 Observations collected in McKinsey’s 2015 survey of more than 1,250 executives. Sixty-eight percent said they expect their organizations to increase the number of joint ventures or large partnerships they participate in over the next five years. A separate, follow-up survey in 2018 showed that 73 percent of participants expect their companies to increase the number of large partnerships they engage in. the main ones were: partners’ disagreements on the central objectives for the relationship, poor communication practices among partners, poor governance processes, and, when market or other circumstances change, partners’ inability to identify and quickly make the changes needed for the relationship to succeed (exhibit).

In our work helping executive teams set up and navigate complex partnerships, we have witnessed firsthand how these problems crop up, and we have observed the different ways companies deal with them . The reality is: successful partnerships don’t just happen. Strong partners set a clear foundation for business relationships and nurture them. They emphasize accountability within and across partner companies, and they use metrics to gauge success. And they are willing to change things up if needed. Focusing on these priorities can help partnerships thrive and create more value than they would otherwise.

Establish a clear foundation

It seems obvious that partner companies would strive to find common ground from the start—particularly in the case of large joint ventures in which each side has a big financial stake, or in partnerships in which there are extreme differences in cultures, communications, and expectations.

Yet, in a rush to complete the deal, discussions about common goals often get overlooked. This is especially true in strategic alliances within an industry, where everyone assumes that because they are operating in the same sector they are already on the same page. By skipping this step, companies increase the stress and tension placed on the partnership and reduce the odds of its success. For instance, the day-to-day operators end up receiving confusing guidance or conflicting priorities from partner organizations.

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How can the partners combat it? The individuals expected to lead day-to-day operations of the partnership, whether business-unit executives or alliance managers, should be part of negotiations at the outset. This happens less often than you think because business-development teams and lawyers are typically charged with hammering out the terms of the deal—the objectives, scope, and governance structure—while the operations piece often gets sorted out after the fact.

Transparency during negotiations is the only way to ensure that everyone understands the partners’ goals (whether their primary focus is on improving operations or launching a new strategy) and that everyone is using the same measures of success. Even more important, transparency encourages trust and collaboration among partners, which is especially important when you consider the number of executives across the organizations who will likely rotate in and out of leadership roles during the life of the relationship.

Inevitably, points of tension will emerge. For instance, companies often disagree on financial flows or decision rights. But we have seen partners articulate such differences during the negotiation period, find agreement on priorities, and reset timelines and milestones. They defused much of the tension up front, so when new wrinkles—such as market shifts and changes in partners’ strategies—did emerge, the companies were more easily able to avoid costly setbacks and delays in the business activities they were pursuing together.

Nurture the relationship

Even business relationships that start off solidly can erode, given individual biases and common communication and collaboration issues. There are several measures partners can take to avoid these traps.

Connect socially

If executives in the partner organizations actively look for opportunities to understand one another, good collaboration and communication at the operations level are likely to follow. Given time and geographic constraints, it can be hard for them to do so, but as one energy-sector executive who has negotiated and managed dozens of partnerships noted, “It’s important to spend as much time as you can on their turf.” He says about 30 to 40 percent of partnership meetings are about business; the rest of the time is spent building friendships and trust.

Keep everyone in the loop

Skipping the step of keeping everyone informed can create unnecessary confusion and rework for partner organizations. That is what happened in the case of an industrial joint venture: the first partner in the joint venture included a key business-unit leader in all venture-related discussions. The second partner apprised a key business-unit leader about major developments, but this individual did not actually join the discussions until late in the joint-venture negotiation. At that point, as he learned more about the agreement, he flagged several issues, including inconsistencies in the partners’ access to vendors and related data. He immediately recognized these issues because they directly affected operations in his division. Because he hadn’t been included in early discussions, however, the partners wasted time designing an operating model for the joint venture that would likely not work for one of them. They had to go back to the drawing board.

Recognize each other’s capabilities, cultures, and motivations

Partners come together to take advantage of complementary geographies, corresponding sales and marketing strengths, or compatibilities in other functional areas. But it is important to understand which partner is best at what . This process must start before the deal is completed—but cannot stop at signing. In the case of one consumer-goods joint venture, for instance, the two partner organizations felt confident in their plan to combine the manufacturing strength of one company with the sales and marketing strengths of the other. During their discussions on how to handle financial reporting, however, it became clear that the partner with sales and marketing strengths had a spike in forecasting, budgeting, and reporting expertise. The product team for the first partner had originally expected to manage these finance tasks, but both partner teams ultimately agreed that the second partner should take them on. In this way, they were able to enhance the joint venture’s ongoing operations and ensure its viability.

Equally important is understanding each partner’s motivation behind the deal. This is a common point of focus during early negotiations; it should continue to be discussed as part of day-to-day operations—particularly if there are secondary motivators, such as access to suppliers or transfer of capabilities, that are important to each partner. Within one energy-sector partnership, for instance, the nonoperating partner was keen to understand how its local workforce would receive training over the course of the partnership. This company wanted to enhance the skills of the local workforce to create more opportunities for long-term employment in the region. The operating partner incorporated training and skill-evaluation metrics in the venture’s quarterly updates, thus improving the companies’ communication on the topic and explicitly acknowledging the importance of this point to its partner.

Invest in tools, processes, and personnel

Bringing different business cultures together can be challenging, given partners’ varying communication styles and expectations. The good news is that there are a range of tools—among them, financial models, key performance indicators, playbooks, and portfolio reviews—companies can use to help bridge any gaps. And not all these interventions are technology dependent. Some companies simply standardize the format of partnership meetings and agendas so that teams know what to expect. Others follow stringent reporting requirements.

Another good move is to convene an alliance-management team. This group tracks and reviews the partnership’s progress against defined metrics and helps to spot potential areas of concern—ideally with enough time to change course. Such teams take different forms. One pharmaceutical company with dozens of commercial and research partnerships has a nine-member alliance-management team charged mostly with monitoring and flagging potential issues for business-unit leaders, so it consists of primarily junior members and one senior leader who interacts directly with partners. An energy company with four large-scale joint ventures has taken a different approach: its alliance-management team comprises four people, but each is an experienced business leader who can serve as a resource for the respective joint-venture-leadership teams.

Sometimes partnerships need a structural shake-up—and not just as an act of last resort.

How companies structure these teams depends on concrete factors—the number and complexity of the partnerships, for instance—as well as intangibles like executive support for alliances and joint ventures and the experiences and capabilities of the individuals who would make up the alliance-management team.

Emphasize accountability and metrics

Good governance is the linchpin for successful partnerships; as such, it is critical that senior executives from the partner organizations remain involved in oversight of the partnership. At the very least, each partner should assign a senior line executive from the company to be “deal sponsor”—someone who can keep operations leaders and alliance managers focused on priorities, advocate for resources when needed, and generally create an environment in which everyone can act with more confidence and coordination.

Additionally, the partners must define “success” for their operations teams: What metrics will they use to determine whether they have hit their goals, and how will they track them? Some companies have built responsibility matrices; others have used detailed process maps or project stage gates to clarify expectations, timelines, and critical performance measures. When partnerships are initially formed, it is usually the business-development teams that are responsible for building the case for the deal and identifying the value that may be created for both sides. As the partnership evolves, the operations teams must take over this task, but they will need ongoing guidance from senior leaders in the partner organizations.

Build a dynamic partnership

Sometimes partnerships need a structural shake-up—and not just as an act of last resort. For instance, it might be less critical to revisit the structure of a partnership in which both sides are focused on joint commercialization of complementary products than it would be for a partnership focused on the joint development of a set of new technologies. But there are some basic rules of thumb for considering changes in partnership structure.

Partner organizations must acknowledge that the scope of the relationship is likely to shift over time. This will be the case whether the partners are in a single- or multiasset venture, expect that services will be shared, anticipate expansion, or have any geographic, regulatory, or structural complexities. Accepting the inevitable will encourage partners to plan more carefully at the outset. For example, during negotiations, the partners in a pharmaceutical partnership determined that they had different views on future demand for drugs in development. This wasn’t a deal breaker, however. Instead, the partners designated a formula by which financial flows would be evaluated at specific intervals to address any changes in expected performance. This allowed the partners to adjust the partnership based on changes in market demand or the emergence of new products. All changes could be incorporated fairly into the financial splits of the partnership.

Avoiding blind spots in your next joint venture

Partners should also consider the potential for restructuring during the negotiation process—ideally framing the potential endgame for the relationship. What market shifts might occur, how might that affect both sides’ interests and incentives, and what mechanisms would allow for orderly restructuring? When one oil and gas joint venture began struggling, the joint-venture leader realized he was being pulled in opposing directions by the two partner companies because of the companies’ conflicting incentives. “It made the alliance completely unstable,” he told us. He brought the partners back to the negotiation table to determine how to reconcile these conflicting incentives, restructure their agreement, and continue the relationship, thus avoiding deep resentment and frustration on both sides of the deal.

Such dialogues about the partnership’s future, while potentially stressful, should be conducted regularly—at least annually.

The implementation of these four principles requires some forethought and care. Every relationship comes with its own idiosyncrasies, after all, depending on industry, geography, previous experience, and strategy. Managing relationships outside of developed markets, for instance, can present additional challenges involving local cultures, integration norms, and regulatory complexities. Even in these emerging-market deals, however, the principles can serve as effective prerequisites for initiating discussions about how to change long-standing practices and mind-sets.

An emphasis on clarity, proactive management, accountability, and agility can not only extend the life span of a partnership or joint venture but also help companies build the capability to establish more of them—and, in the process, create outsize value and productivity in their organizations.

Ruth De Backer is a partner in McKinsey’s New York office, where Eileen Kelly Rinaudo is a senior expert.

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3 of the Must-Know Partnership Law Cases of 2021

In this alert, we summarise three of the most notable and interesting Partnership and LLP law cases heard by the UK courts in 2021, with some practical commentary on how these cases might affect LLPs and partnerships, and their members and partners.

1. Dixon Coles and Gill (a firm) v Right Reverend, Nicholas Baines, Bishop of Leeds and another [2021] EWCA Civ 1097

Summary of case

The Court of Appeal held that innocent partners in a firm of solicitors are not always liable to former clients of the firm for losses caused by the acts of a fraudulent partner.

One of three individuals carrying on a solicitor’s partnership, Partner C, had been misappropriating funds from the firm’s client account for many years. Partners A and B were entirely innocent and unaware of the misappropriation. Approximately three years after discovery of the fraudulent conduct, proceedings were issued against all three partners by a former client of the firm, on the basis that they were trustees of the funds that the client had paid into the client account of the firm and which Partner C had misappropriated. Specifically, the former client relied upon sections 10 (liability of the firm for wrongs) , 11 (misapplication of money or property received for or in custody of the firm) and 12 (liability for wrongs joint and several) of the Partnership Act 1890.

Partners A and B sought to defend claims in relation to certain losses on the basis that claims had been commenced after expiry of the relevant limitation period. The key issue related to whether the innocent partners could rely on sections 21 (1) and (3) of the Limitation Act 1980 (“LA”), which provide as follows:

(1) No period of limitation prescribed by this Act shall apply to an action by a beneficiary under a trust, being an action –

(a) in respect of any fraud or fraudulent breach of trust to which the trustee was a party or privy; or

(b) to recover from the trustee trust property or the proceeds of trust property in the possession of the trustee, or previously received by him and converted to his use.

(3) Subject to the proceedings provisions of this section, an action by a beneficiary to recover trust property or in respect of any breach of trust, not being an action for which a period of limitation is prescribed by any other provision of this Act, shall not be brought after the expiration of six years from the date on which the right of action accrued.

The partners argued that they were not “party or privy” to Partner C’s misconduct. The Court of Appeal agreed that the innocent partners were not “party or privy to” the misconduct, and that they could therefore rely on section 21 of the LA as a defence to claims against them in respect of monies appropriated by Partner C more than six years before the commencement of litigation.

Practical takeaways

The Court of Appeal’s decision will offer some reassurance to innocent partners facing claims from former clients because of a fellow partner’s misconduct, to which they are not party or privy. It should also serve as a useful reminder to those advising on claims to be brought against individual partners of a partnership that a delay in issuing proceedings may enable innocent partners to avoid liability to a certain extent by relying on relevant provisions of the LA.

2. Re Bell Pottinger LLP, Secretary of State for Business, Energy and Industrial Strategy v Geoghegan and others [2021] EWHC 672 (Ch)

The High Court held that members of an LLP, who were not members of the LLP’s management committee, could potentially be liable to face disqualification proceedings under the Company Directors Disqualification Act 1986 (“CDDA”).

The Secretary of State for Business, Energy and Industrial Strategy (“Secretary of State”) sought disqualification orders against three members of former PR Agency, Bell Pottinger LLP (“Bell Pottinger”), which went into liquidation in September 2019, on the ground that they were not fit to be concerned with the management of a company or an LLP. Only one of the members had been a member of Bell Pottinger’s management committee. The other two members tried to argue that the CDDA did not apply to them as they were not members of the management committee and were not involved in its management.

It was held that Parliament intended to “ cast a wide net ” and, therefore, that potential liability to face disqualification proceedings was not limited to members on the management board or at a level equivalent to a director in a company. The Court also confirmed that the conduct relied upon for disqualification could be anything done in their capacity as an LLP member.

Some may view this as a harsh decision, given the potential exposure to disqualification faced by members of an LLP who do not sit on the management committee of an LLP and are not otherwise concerned or authorised to deal with the management of the LLP. However, it serves as a reminder that those who take up positions as members of an LLP and who benefit from limited personal liability for loss and damage caused to third parties by the LLP, should reasonably be expected to be held to high standards of behaviour.

3. Tribe v Elborne Mitchell LLP [2021] EWHC 1863 (Ch)

The High Court held that, when deciding how to allocate profits to members of an LLP under the terms of an LLP Deed, management need to act rationally.

The partner concerned claimed that he was not awarded a fair profit share in his last two years at the firm after more than 25 years of service. The court agreed that the principles developed in Braganza v BP Shipping Ltd Braganza v BP Shipping Ltd [2015] UKSC 17, concerning the exercise of discretionary powers, applied to the senior partner’s decision to make recommendations as to allocations among the partners. This meant that, in making his recommendations, the senior partner had been duty-bound not to “ take into account irrelevant matters or ignore relevant ones ”. His recommendations could not be “ outside the range of reasonable proposals that might be made in the circumstances ”. Indeed, in this case, the court found that the profit allocation had been within the range of proposals that it was reasonable for the senior partner to make.

The High Court’s decision confirms that members of an LLP, particularly those exercising management powers, will be held to a particular standard when allocating profits and cannot act capriciously or irrationally in the decision-making process. However, it also shows that following a reasonable and explicable process should make it difficult to challenge any ultimate decision as to profit allocation. Those exercising discretionary powers in making recommendations and/or decisions regarding the allocation of profit (or indeed other discretionary decision making regarding LLP members such as, for example, equity partner promotions or partner suspension or exits), would be well advised to consider the basis of previous decisions and clearly document the basis of their current decision and rationale, setting out a non-exhaustive list of the range of relevant matters to be taken into account and irrelevant factors to be ignored in the exercise of their discretionary powers.

If you have any questions arising from this alert, or require specific legal advice in relation to similar issues, please contact Zulon Begum or Clare Murray (Partners), who specialise in partnership issues for partnerships, LLPs, partners and LLP members. Please click here to see the overview of our market-leading Contentious and Non-Contentious Partnership Practice.

CM Murray LLP is Ranked Band 1 and Tier 1 for Partnership Law by Chambers and Partners UK and Legal 500 UK , and is recognised as “one of the legal world’s strongest offerings in this area.”

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Standout Traits for a Great Partner Case Study (With Examples)

It’s no surprise that partner case studies are a wee bit of a struggle to produce. Getting your customers to agree to a case study is one thing; getting your customer and your partner to agree to a case study is a miracle. On top of the fact that the partnerships world is still such a gray area for partner managers everywhere (let alone their leadership), partner case studies in SaaS are a rare sighting in the wild (think: the bat-eared fox. Do you even know what that is? 😝) .

So, think of this roundup as snapshots of the elusive partner case studies that lurk in the depths of the SaaS ecosystem — a co-marketing material still so new that, just maybe, by producing one of your own, you’ll be ahead of the curve already.

Below, we offer some partner case study standout traits, followed by a collection of examples located in (butler voice) the gallery , and a checklist for rolling out your own case study program.

1. Wow your readers by placing the results in the title.

While the rest of your case study should give the reader context, the results are what matter most to your potential buyers and their leadership teams. So, put the results at the top! SugarCRM kicks off its case study with Kyloe Partners and Bullhorn by sharing how they doubled lead-gen campaigns while cutting 60% of their customer’s workload.

Our suggestion: if someone were to ask you “What is the most impressive part of this case study?”, what is the first thing you’d say? That’s your headline.

2. Make the metrics obvious.

If your customer has observed more than one area of growth, that’s awesome. Draw the reader’s eyes right to the numbers. In Facebook’s case study with Zapier and Wicked Good Cupcakes , they placed their metrics in a standalone box that makes the numbers the most important information on the page.

Meanwhile, Acquia’s case study with Third and Grove and King Arthur Baking Company features their results point-blank in a standalone line that reads “Results.” (Say what?)

3. Define the customer’s use case or challenge.

It’s likely that your customers can use your integration for multiple use cases, so be clear about what this particular customer’s use case is from the start. In Microsoft Azure’s case study with Sourced Group and a Canadian bank , they clearly list out the challenge, the solution, and the result in three brief columns.

They also dive deeper into the bank’s challenges with a numbered list.

4. Define the audience or market.

Your customers will want to know how you’ve solved challenges they’re facing internally or that their customers may be facing. Make an easy connection for them by pointing out the specific audience or market the case study applies to.

Greenlight Guru’s case study with Rook Quality Systems explicitly describes how RQS’s clientele of medical professionals informs RQS’s product investments.

5. Get customer quotes.

Tableau’s case study with AWS and ride-hailing app FREE NOW includes quotes from FREE NOW’s Head of Analytics showing how indispensable Tableau has been, in tandem with AWS, for their team’s daily operations.

Tip: Repurpose your customer quotes by including them on your website, in press releases, and even in your outbound sales outreach.

6. Put the results in perspective: Include a timeframe.

Growth metrics don’t mean anything if they’re not tied to a before and after. Include the exact timeframe your analysis fits into.

And yes, Facebook’s case study with Zapier and Wicked Good Cupcakes is, indeed, cupcake-themed!

7. Get partner quotes.

You have quotes from your shared customer, why not also include a quote from your partner? Partner quotes can be especially useful for agencies who want to prove the value of their services to their customers and software vendors.

Cisco’s case study with Matternet and Stratus Information Systems includes quotes from individuals from Stratus Information Systems and Matternet — each of whom found the other to be invaluable while implementing Cisco’s software.

8. Add personal stories.

Including brief personal stories can give extra life to an otherwise data-heavy document (think: the people behind the products and, more specifically, the customer service that makes working with a SaaS company so customer-friendly).

SugarCRM’s case study with Kyloe Partners and Bullhorn shares a meet-cute-ish story detailing how Kyloe Partners’ co-founder and director and Bullhorn’s co-founder met back in the day (Can’t you just see it in a movie?).

9. Show them the people behind the product.

Did I mention a big part of SaaS is that last “S”? It’s all about the service.

Greenlight Guru’s case study with Rook Quality Systems talks about how much RQS values the company because of its relationship with GG employees.

10. Avoid the “wall of text” effect.

Grab your designer (Hi, Nick !), and develop a creative way to organize the benefits or data you’re showcasing in the case study.

Braze’s case study with Segment, Amplitude, and IBM includes a graphic displaying their in-platform activities.

And Acquia’s case study with Third and Grove and King Arthur Baking Company includes the stakeholders, situation, challenge, solution, and results neatly laid out — bringing the good stuff front and center.

11. Create video content.

For an extra special case study, and if your customer’s on board for the extra time commitment, consider creating a video.

ActiveCampaign’s case study with Salesforce and the Museum of Science and Industry, Chicago , includes a video at the top that dives into what the MSI team’s work days look like, the challenges they experience, and how the ActiveCampaign-Salesforce integration has helped them.

If you’re curious, we picked apart ActiveCampaign’s entire co-marketing playbook for getting to #1 in Salesforce’s marketing automation AppExchange .

From ActiveCampaign’s case study with Salesforce and the Museum of Science and Industry, Chicago

Sensyne includes a case study video on their website , existing outside of their official case study with Microsoft and Cognizant , explaining how they’ve deployed patient monitoring capabilities during COVID-19.

From Cognizant’s case study with Microsoft and Sensyne Health (video case study on Sensyne Health’s website)

12. Talk up your partners.

Include context about your partners, and talk them up. This case study should make you and your partner shine!

Tip: Include your partner case studies on the customer success section of your website and your partner page . It’s not just your potential customers reading these case studies, it’s also your potential partners.

Amazon Web Services’ case study with Deluxe Entertainment Services and Capgemini features a description of Deluxe Entertainment Services in a standalone section on the right.

13. Include a CTA.

‘Nuff said.

14. Create ancillary content that promotes your case studies.

Braze’s article in their Perspectives magazine links directly to their case study with Segment , Amplitude , and IBM .

If you’re developing partner case studies for the first time, or if you want to give your existing case studies a second life, check out our partner case study gallery below to gander everything we’ve mentioned thus far in a big picture view .

Partner Case Study Gallery:

And now, a collection of examples to help inspire your own work.

1. Facebook, Zapier, and Wicked Good Cupcakes

Read the case study .

2. Braze, Segment, Amplitude, and IBM

3. greenlight guru and rook quality systems, 4. sugarcrm, kyloe partners, and bullhorn.

Read the case study .

5. WPengine, BCF Agency, and Orangetheory Fitness

6. activecampaign, salesforce, and the museum of science and industry, chicago, 7. microsoft azure, sourced group, and a canadian bank, 8. cisco, matternet, and stratus information systems, 9. aws, deluxe entertainment services, and capgemini , 10. boomi and workiva.

This case study is a little different. In Dell Boomi’s case study with Workiva , they talk about how Workiva’s developers use Boomi to develop integrations for a variety of customers.

11. Tableau Software, AWS, and FREE NOW

12. acquia, third and grove, king arthur baking company, 13. cognizant, microsoft, and sensyne health, your partner case study checklist.

Great, you have the fundamentals. But what now? To rollout successful case studies you’ll need to make a few decisions: Considerations for planning your partner case study strategy:

Will you develop joint case studies with some of your early adopters before going live with a given integration? (hint: case studies like this can help strengthen your press release and make the case for other customers interested in adopting)
Which customers do you have the best relationship with, who may be interested in participating in a case study?
Is it okay to reach out to the above customers, or will it cause friction in their relationship with your sales or marketing team? (e.g. your team has already sent that customer a number of asks in the past month. Enough is enough!)
Are there specific use cases you’re looking to amplify through the case study? (e.g. an increase in revenue vs. a better leads to opportunities rate)
Will your case studies be more like a blog post-like or a fact-sheet-like? (note: Braze publishes case studies in their magazine, Perspectives )
Will you create video case studies in addition to written case studies (like Cognizant’s case study with Microsoft and Sensyne Health )?
How long will your case studies be? ( ActiveCampaign and Salesforce’s case study with Museum of Science and Industry is quite extensive while Acquia, Third and Grove, and King Arthur Baking Company’s case study spans a single page.

Considerations for distributing your partner case studies:

Where will your case studies live? Will they be gated with the goal of lead-gen? Or will they be available to the public? (Tip: If you make your case studies publicly available, you may want to consider a “Download PDF” button anyway so readers can pass the case study along to their team, just like Microsoft Azure does)
Will your case studies exist as standalone, downloadable documents, as dedicated pages on your site, or another format entirely?
Will you pull quotes or pieces of analysis from your case studies as previews for a case study homepage — or for elsewhere on your site/marketing materials? (You’ll want to let your customer know your plans ahead of time)
Will you use your case studies in nurture sequences to drive engagement with your leads?
Will your case studies be part of a bigger campaign with the participating partner ?

What makes a partner case study great? We called out the best attributes and developed a checklist for planning your case study strategy.

Your b2b saas partner page checklist (with 50 examples), 5 signs your tech partner's about to get acquired (and how to prepare for change), become an elg insider.

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Cochrane Training

Case studies in partnerships.

Here you will find a series of case studies of partnerships in action within a range of Cochrane Groups. These talk about the background to the partnership, its development, the benefit to both sides and tips for Groups.

If you have examples of partnership work that you would like to share, please contact Cochrane KT Department .

Cancer Review Group Network identifies potential stakeholders across the network in a mapping exercise

Cochrane Airways and a UK based charity, Asthma UK

Cochrane oral health and their global alliance of partners, cochrane rehabilitation and various national societies of rehabilitation medicine, cochrane rehabilitation and the international society of physical and rehabilitation medicine, cochrane child health and trekk (translating emergency knowledge for kids).

Partner(s): TREKK, a Canadian organisation committed to improving emergency care for children and families across Canada. Partnership activities: identification of high quality evidence and development of KT tools for healthcare practitioners and parents, made available through the TREKK website. Type of partnership agreement: formal Date: 2018 Read more

Further examples

Here you can find links to a range of further examples of partnerships taking place across Cochrane.

Partnership for priority setting

Neuro-Oncology Group Priority Setting Partnership
Developing a research agenda for ENT, Hearing and Balance Care

Partnership for review dissemination

BMJ partners with Cochrane Clinical Answers to boost knowledge at the point of care
Cochrane UK partnership with Mediwikis
Cochrane Airways working with Sense about Science

Partnership for guideline development

Cochrane Eyes and Vision partnering with American Academy of Ophthalmology
South African Guidelines Excellence project
Cochrane Incontinence: working with guideline developers

Partnership for consumer engagement

Consumers United for Evidence-Based Healthcare (CUE)
PartecipaSalute : Involving patients, citizens and their association in research
Consumer/patient engagement Cochrane Child Health

How Strategic Partnerships Are Helping Businesses Grow at High Speed

strategic partnerships in business case studies

“In this new wave of technology, you can’t do it all yourself, you have to form alliances.” – Carlos Slim Helu, business magnate

82 percent of business leaders believe partnerships will be a major vehicle for business growth .

Small and large businesses alike are leveraging strategic partnerships and alliances to pool resources, innovate, increase profitability and remain lean. In an era when technology and the globalizing economy are pushing businesses to evolve at breakneck speed, partnerships are often a great way for businesses to reduce risk and increase their competitive advantage. Not only is Powerlinx a prime example of the benefits that can be reaped through strategic partnerships with other businesses, but it is also trailblazing a more intelligent and efficient way to source alliances that will lead to growth.

Growing through Strategic Partnerships

Aiming for constant growth, at Powerlinx we continuously search for ways to source new members, and partnerships have proven a highly successful method for such growth. Our recent partnership with the IAB Long Tail Alliance enhanced the experience of existing Powerlinx members with free memberships to the Alliance. And aligning our goals with that of the South African business accelerator SABLE helped us expand our member base to South Africa’s most promising young ventures, while our sponsorship of the Next B2B Forum in Frankfurt allowed us to deepen our presence among businesses in Germany.

Strategic partnerships have led other businesses to great success. Small but quickly growing retailing company Quirky, for example, partnered with manufacturing conglomerate General Electric in a five-year, $30 million deal to release app-enabled household products under the co-branded product line WINK. Due to the partnership, co-branded products like the Aros WiFi-connected AC unit are already for sale in 2,000 Home Depot stores across the U.S. and on Amazon.

The Leading Way to Find New Partnerships

Strategic alliances like these are just the tip of the iceberg when it comes to ways use collaboration to grow your business, and Powerlinx memberships provide the most efficient and affordable path to new growth. Business leaders who join Powerlinx receive a complimentary consultation with one of our trained analysts to determine their best growth strategies. Learn how your business can grow through Powerlinx, the business matching platform of choice.

20 Examples of Successful Co-Branding Partnerships (And Why They're So Effective)

Published: June 15, 2023

Everyone has loyalties to their favorite brands, but there's a good chance your favorite products result from two separate brands working together.

One of my own beloved childhood memories was a product of co-branding: Betty Crocker partnered with Hershey's to include chocolate syrup in its signature brownie recipe.

There's something brilliant about that co-branded product: It's a fun way to marry two classic brands into one delicious experience for fans of baking and chocolate alike. In fact, these brands still create new co-branded products to this day.

What is co-branding?

Co-branding is a strategic marketing and advertising partnership between two brands wherein the success of one brand brings success to its partner brand, too.

Co-branding can be an effective way to build business, boost awareness, and break into new markets, and for a partnership to truly work, it has to be a win-win for all players in the game. Both audiences need to find value — like chocolate-loving fans of Betty Crocker and Hershey's.

There are a ton of great examples of co-branding partnerships out there. To show you what makes them so successful, we've curated a list of examples of great co-branding partnerships to inspire you.

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An expanded audience, more brand trust, and loyalty from return customers logically translate to sales. Partnerships can also offer extra revenue from new products and services that your brand might have a hard time tapping into alone.

Co-branding Partnership Business Examples

GoPro and Red Bull
Rachel Comey, Victor Glemaud, Sandy Liang, Nili Lotan and Target
Joybird and Sherwin-Williams
Balenciaga and Crocs
BMW and Louis Vuitton
Starbucks and Spotify
Apple and MasterCard
Airbnb and Flipboard
Uber and Spotify
Levi's and Pinterest
BuzzFeed and Best Friends Animal Society
CoverGirl and Lucasfilm
Amazon and American Express
UNICEF and Target
Nike and Apple
Bonne Belle and Dr. Pepper
Burger King and McDonald's
Warby Parker and Arby's
Taco Bell and Doritos
Tim and Eric and Purple

1. GoPro & Red Bull

Co-branding campaign: stratos.

GoPro doesn't just sell portable cameras, and Red Bull doesn't just sell energy drinks. Instead, both have established themselves as lifestyle brands — in particular, a lifestyle that's action-packed, adventurous, fearless, and usually pretty extreme. These shared values make them a perfect pairing for co-branding campaigns, especially those surrounding action sports.

To make the partnership work, GoPro equips athletes and adventurers from around the world with the tools and funding to capture things like races, stunts, and action sport events on video — from the athlete's perspective. At the same time, Red Bull uses its experience and reputation to run and sponsor these events.

"GoPro camera technology is allowing us to complement the programming by delivering new athlete perspectives that have never been seen before," said Sean Eggert , Red Bull's former VP of sports marketing. The collaboration continues to use exclusive GoPro content to enhance both companies' growth.

Why the Stratos Co-Branding Campaign Works

While GoPro and Red Bull have collaborated on many events and projects together, perhaps the biggest collaboration stunt they've done was "Stratos," in which Felix Baumgartner jumped from a space pod more than 24 miles above Earth's surface with a GoPro strapped to his person. Not only did Baumgartner set three world records that day, but he also embodied the value of reimagining human potential that defines both GoPro and Red Bull.

2. Rachel Comey, Victor Glemaud, Sandy Liang, Nili Lotan & Target

Co-branding campaign: high-end fashion.

Anyone who's designer-conscious knows high fashion and Target aren't exactly the same caliber regarding quality. Dresses by designers like Sandy Liang go for around $600, whereas dresses sold by Target go for more like $35 a pair. See what I mean?

But that discrepancy in pricing is exactly why these designers and Target brand decided to partner with one another . To support its brand positioning as trendy and fashionable, Target has paired with high-end fashion designers Rachel Comey, Victor Glemaud, Sandy Liang, and Nili Lotan to offer exclusive branded items for a limited time.

Co-Branding Partnership Business Examples: rachel comey and target

Why the Sherwin-Williams Co-branding Campaign Works

These two businesses saw the opportunity to run a campaign that exposed their product and copywriting to brand new audiences. This intersection of target demographics could have brought in new business for each other and could have paved the way for future co-branding collaborations if proven mutually beneficial.

4. Balenciaga & Crocs

Co-branding campaign: hard crocs.

Balenciaga and Crocs have been making headlines with their fun fusion of aesthetics since 2018. But the most recent pairing got a boost from Eliot Page on the red carpet in 2022.

These brands clearly align in their dedication to innovation and individuality. As Balenciaga Creative Director Demna states in GQ "I am not interested in anything average, including the average consumer...if someone is personally offended by Crocs, there might be a more serious problem within that person than the design of a shoe."

Co-branding examples: Balenciaga & Crocs

Why the Balenciaga Co-branding Campaign Works

This high fashion brand uses Crocs’ accessible shoe brand to expand and reinforce its experimental ideas. Then, it places those experiments in public spaces to create excitement and engagement with the audiences for both brands.

5. BMW & Louis Vuitton

Co-branding campaign: the art of travel.

Car manufacturer BMW and designer Louis Vuitton may not be the most obvious pairings. But if you think about it, they have a few important things in common. If you focus on Louis Vuitton's signature luggage lines, they're both in the business of travel. They both value luxury. And finally, they're both well-known, traditional brands that are known for high-quality craftsmanship.

Co-Branding Partnership Business Examples: BMW LV

These shared values are exactly why this co-branding campaign makes so much sense. In their partnership, BMW created a sports car model called the BMW i8, while Louis Vuitton designed an exclusive, four-piece set of suitcases and bags that fit perfectly into the car's rear parcel shelf.

Although the four-piece luggage set goes for a whopping $20,000, the price is right for the target customer, as the BMW i8 starts at $135,700 . A price like that kind of makes that luggage set seem like a drop in the bucket.

Not only does the luggage fit perfectly size-wise, but its design and appearance fit perfectly with BMW's image: sleek, masculine, and high-quality. Turns out both the luggage and some parts of the car's interior use carbon fiber, strong-yet-light composite material.

Why the Louis Vuitton Co-branding Campaign Works

Both brands knew their target market desired luxury and meticulous craftsmanship. By selling complimentary high-quality products, the brands successfully garnered attention from respective loyal customers.

6. Starbucks & Spotify

Co-branding campaign: first-of-its-kind music ecosystem.

Starbucks scaled up a premium coffee shop experience into a massive global brand, using music to create an ambiance around its coffee. Spotify, a music streaming platform , has powered almost 25 billion hours of listening worldwide. Starbucks and Spotify forged an innovative co-branding partnership to build a "music ecosystem" , offering artists greater access to Starbucks consumers and giving Starbucks access to Spotify's expansive discography.

Co-Branding Partnership Business Examples: starbucks spotify

Why the Spotify Co-branding Campaign Works

Through the initiative, Starbucks employees get a Spotify premium subscription, with which they can curate playlists (that patrons can access through the Starbucks Mobile App) to play throughout the day in the shop. This music ecosystem is designed to expand the coffeehouse environment that Starbucks is known for while giving artists greater exposure to Starbucks customers.

The "musical-ecosystem" partnership is mutually beneficial, allowing the companies to reach the other's audience without sacrificing their brand.

7. Apple & MasterCard

Co-branding campaign: apple pay.

Sometimes, co-branding partnerships aren't just cool projects between two companies — they actually have practical value when the companies work together.

Co-branding partnership between Apple and MasterCard on Apple Pay

When Apple released the Apple Pay app, the brand effectively changed how people perform transactions. This app allows people to store their credit or debit card data on their phones, so they can use them without physically having the card with them. But for this app to succeed, it needs credit card companies to integrate with this technology. By the same token, credit card companies also face more competition if they aren't compatible with the latest consumer purchasing tool.

Why the Mastercard Co-branding Campaign Works

To get out ahead of its competition, MasterCard became the first credit card company to allow its users to store their credit and debit cards on Apple Pay. This relationship continued to be useful for both Apple and Mastercard with the release of the Apple Card. MasterCard not only shows continuous support of a major consumer tech developer in this partnership — it evolves with its customers in how they choose to make purchases.

8. Airbnb & Flipboard

Co-branding campaign: experiences.

You've probably heard of Airbnb, the room-sharing application that allows you to find convenient lodging hosted by real people. But its partner, Flipboard, might not be on your radar.

Flipboard is a news aggregator that collects news and topical content that users are sharing on social media, and allows you to "flip" through the material much like a social media feed. Well, Airbnb teamed up with Flipboard to create Experiences, which serve Airbnb users with lifestyle content tailored to their interests and shared by people with similar interests as the reader.

Co-branding partnership between Airbnb and Flipboard on Experiences

When riders are waiting for an Uber ride, they're prompted to connect with Spotify and become the DJ of their trip. Users can choose from their own playlists to determine what they'll listen to.

This smart co-branding partnership helps fans of Uber and Spotify alike enjoy better experiences thanks to the app. And they might be more interested in picking Uber and Spotify over competitors knowing they can enjoy their next ride listening to their favorite tunes.

10. Levi's & Pinterest

Co-branding campaign: styled by levi’s.

Levi Strauss & Co. — one of the world's oldest and most recognized jean brands — recently joined forces with Pinterest, a social platform where users pin posts they like to their user profiles.

People often turn to Pinterest for fashion inspiration, making a co-branding partnership with Levi's a natural partnership. Styled by Levi's is a new initiative between Pinterest and Levi's that offers a "personalized styling experience," or style insights tailored to each user's tastes and preferences.

Why the Pinterest Co-branding Campaign Works

The partnership offers an authentic and individualized brand relationship, which is difficult to come by in an increasingly digital environment. Pinterest offers Levi's a leading social platform with millions of users interested in visual offerings, and Levi's meets these needs with digital personalization and visual-focused boards.

11. BuzzFeed & Best Friends Animal Society

Co-branding campaign: emma watson + kittens.

Some co-branding campaigns are more complicated than others. This example from BuzzFeed and Best Friends Animal Society is one of the simplest ones—and it shows that a great co-branding effort doesn't have to take months of planning or millions of dollars.

For this campaign, Best Friends Animal Society wanted to leverage BuzzFeed's readership of over 110 million people .

To do this, they partnered with the folks at BuzzFeed to set up and publish an article called, "We Interviewed Emma Watson While She Played With Kittens And It Was Absolutely Adorable," which you can read here .

The article is exactly what it sounds like: Harry Potter and Beauty and the Beast star Emma Watson answered fans' questions while she played with cute kittens.

co-branding partnerships: buzzfeed best friends animal society

Why the Best Friends Animal Society Co-branding Campaign Works

The article ends with a CTA advertising that the kittens featured in the video are, in fact, adoptable — a win-win for both partners by using celebrity to garner attention for clicks while providing more exposure for animals in need of new homes and donations.

12. CoverGirl & Lucasfilm

Co-branding campaign: light side and dark side makeup.

Whenever a new installment of the beloved "Star Wars" series is released in theaters, it causes global pandemonium. The release of "Star Wars: Episode VII The Force Awakens" in 2015 was no exception. The series' parent company, Lucasfilm, partnered with CoverGirl to capture a broader audience to get new and old fans excited about the movie's release.

Co-Branding Partnership Business Examples: lucasfilms covergirl

In the past, space-age action movies were almost exclusively advertised and targeted toward men and boys. But today, that's nonsense — because people of all genders can be interested in space exploration and makeup contouring alike.

The line was designed by famed makeup artist Pat McGrath , and it features two styles: the Light Side and the Dark Side, which loyal "Star Wars" fans will recognize as the sides of good and evil in the movies.

Why the Lucasfilm Co-branding Campaign Works

This co-branding partnership was a win for both brands. Lucasfilm captured more attention and got CoverGirl shoppers (many of whom are young women) excited about the film's release. And CoverGirl hopped on the "Star Wars" advertising bandwagon that took over the internet, stores, and TV leading up to the film's release.

13. Amazon & American Express

Co-branding campaign: amazon business american express card.

Ecommerce giant Amazon is a global enterprise with millions of users and almost two million businesses that sell on their platform. Amazon is looking to improve the way small businesses sell on their platform, so they've partnered with American Express on a co-branded credit card.

Co-Branding Partnership Business Examples: amex amazon

Why the Target Co-branding Campaign Works

By selling this fun, inexpensive fitness product, Target encourages children to embrace a healthy lifestyle and uses kids' successes to supply underserved communities with the necessary resources. It's an ongoing partnership that generates awareness of global malnutrition, helps UNICEF meet its demanding SDGs, and opens up Target to a demographic of families they might otherwise have had access to.

15. Nike & Apple

Co-branding campaign: apple watch nike.

Athletic brand Nike and technology giant Apple have been working together since the early 2000s , when the first line of iPods was released.

Co branding examples: Nike and Apple, Nike Run Club

The co-branding partnership started as a way to bring music from Apple to Nike customers' workouts. Today, Nike Run Club connects Apple Watch users to training, expert coaching, and custom bands that connect runners to a community with the latest technology.

Why the Apple Co-branding Campaign Works

It's a genius co-branding move that helps both parties give a better experience to customers — and with the popularity of fitness tracking technology, Nike is ahead of the curve by making it easy for athletes to track while they play.

16. Bonne Belle & Dr. Pepper

Co-branding campaign: flavored lip balm.

Dr. Pepper-flavored lip balm. I mean, it's genius.

Bonne Belle first debuted Lip Smacker, the world’s first flavored lip balm, in 1973, starting with flavors like strawberry, lemon, and green apple. Just two years later in 1975 , the brand forged its first flavor partnership with the timeless Dr. Pepper brand. The result? A lip balm flavor that's been famous for decades among teenage girls.

If you think the connection between lip balm and Dr. Pepper is a little thin, consider the copy on one of their vintage ads: "It’s the super shiny lip gloss with lip-smacking flavor… just like the world’s most original soft drink." And later, "From Bonne Belle of course: the cosmetics company that understands your taste."

Why the Dr. Pepper Co-branding Campaign Works

While you don’t think of flavor and cosmetics, this campaign works because overlapping target demographic consumers can get excited to try an affordable and fun product like Dr. Pepper lip gloss with ease.

Most Surprising Brand Partnerships

Every so often, we hear about a brand partnership that we think doesn't make any sense — but it leads to a few incredibly memorable, unexpected campaigns. If you want to broaden your horizons of who you should partner with, check out these surprising co-marketing successes.

17. Burger King & McDonald's

Co-branding campaign: a day without a whopper.

Yes. You read that right: Burger King and McDonald's — two of the fiercest fast—food industry opponents— joined together for a co-marketing campaign in 2019. And, while we don't encourage competing brands to do this — the campaign was for an amazing cause.

At the time, McDonald's was donating $2 to childhood cancer charities for every Big Mac purchased. So, Burger King worked with the competing fast-food chain to host "A Day Without a Whopper."

For one day, Burger Kings across Argentina and other countries took the Whopper off their menu to encourage people to buy a Big Mac from McDonald's instead.

The Burger King King and Ronald McDonald hold hands in solidarity for the Day Without a Big Mac Campaign

Looking at the two companies, there's not much that they have in common. But, this didn't stop them from creating a co-branded April Fools Day campaign in 2018 .

For the campaign, the two brands played up the one major thing they had in common — the fact that the word "Arby" was part of both their names.

On April Fool's Day, Warby Parker visitors could buy Arby's themed fashion items, which were part of the cleverly-named WArby Collection .

According to Nylon , items visitors could buy included a WArby's T-shirt, baseball cap, and tote bag (which also said, "Nice To Meat You" on it). They could also buy a pack of sandwich-themed microfiber cloths and glasses with a raw beef pattern.

Co-Branding Partnership Business Examples: warby parker arby's

co-branding partnership examples: arby's and warby parker

Why Arby’s Co-branding Campaign Works

This campaign shows that you don't necessarily need a matching audience demographic or a partner in a similar industry to create a campaign that catches a large audience's attention. Sometimes all you need is a sense of humor and creativity.

19. Taco Bell & Doritos

Co-branding campaign: doritos locos tacos.

When the Doritos Locos Taco was first introduced, it quickly became one of the fast food industry's most popular and widely recognized items. Frito-Lay took Taco Bell's crunchy taco recipe and gave the Locos Taco its special, signature twist: a Doritos shell. The two companies wanted to keep the shell as close to the original cheesy chips as possible, using the original corn masa recipe and coating it in that distinctive nacho cheese dust.

examples of co-branding partnerships: taco bell doritos

The taco was an immediate and explosive success: Taco Bell sold an estimated 1 billion units the first year it was introduced.

Why the Doritos Co-branding Campaign Works

Taco Bell and Frito Lay advertised the Doritos Locos Taco by wrapping the taco in a classic Doritos bag, reflecting the co-branding partnership and appealing to both brands' audiences. The Doritos Locos Taco's extraordinary success is yet another example of why co-branding can boost reach and sales for both brands.

20. Tim and Eric & Purple

Co-branding campaign: purple boys.

Tim and Eric (a.k.a. Tim Heidecker and Eric Wareheim ) are the comedic duo behind Adult Swim shows like Tim and Eric Awesome Show, Great Job!, Check It Out! with Dr. Steve Brule, Tim & Eric's Bedtime Stories, and Beef House.

Meanwhile, Purple , known for the popular Purple Mattress , often launches unique advertising campaigns which have caught the eye of millennial and Gen Z demographics.

It makes sense for a company to team up with celebrities who can promote their product, Tim and Eric's comedic style is incredibly random and unique. Although they're pretty hilarious, as a marketer, you might wonder how this type of comedy style translates into a mattress marketing campaign that actually generates revenue.

While you might think Tim and Eric had to dull down their iconic routine to sell Purple products, this is actually quite far from the truth. In a video series called The Purple Boys, they actually amped up their bizarre antics.

The storylines of Purple Boys episodes often relate to a sleep-related pain point, such as the "Sunday Scaries." Although the script and special effects are incredibly random, the episodes almost always end with the Purple Boys supplying a sleep-deprived character with a Purple mattress.

To give you a visual of what this off-the-wall comedy series looks like, check out this episode that centers on a sleepy character named Joe Dunder:

Why the Purple Co-branding Campaign Works

Although hiring actors is technically more of a sponsorship than a partnership, this large-scale campaign benefits both parties. While Tim and Eric could spread awareness of their comedy to Purple audiences, Tim and Eric fans might watch these videos for entertainment and learn about Purple's products along the way.

How to Measure the Success of a Co-branding Business Partnership

According to 2022 Foundry Co. research, 56% of those surveyed said their partner marketing programs offered value in the last year.

But if you're new to co-branding, how do you measure that success? There are many ways to quantify partnership success. To begin, think about your co-branding partnerships in three stages.

First, have you found the right co-branding partner? Brand compatibility is key. Then, you need to work out how your brands will collaborate.

Consistent messaging, clear communication between partners, and resource distribution will all impact the quality of your combined efforts. This guide to co-marketing can help you get your first co-branding partnership going .

Next, you'll want to measure the outcomes of your shared efforts. To track a co-branding campaign:

1. Find the Right Metrics

Choose KPIs that both brands track and have easy access to. Be sure that these metrics align with business goals. You'll want KPIs that you can track to measure specific campaigns, as well as KPIs you can track for the life of your partnership. These might include:

Revenue growth
Customer retention
Website traffic
Social media engagement
Share of voice

2. Limit Your KPIs

Combining the processes of two different teams can get complicated. To make measuring success possible for both teams, be thoughtful in KPI selection, and resist adding new KPIs for each campaign and project. Try to focus on metrics that tie directly to partnership success.

3. Align Tracking Habits

Create a structure for data tracking that lets you compare results with your partner directly. For example, if they’re tracking views monthly, and you’re tracking weekly, there will be data mismatches that can make things more complex than they need to be.

KPI alignment can help give you a clear picture of your results before the partnership and to track the influence of your partnership over time. This can also help you target where you can improve your co-branding initiatives.

4. Watch the Big Picture

Be sure to track ROI or another KPI like revenue growth to track the overall impact of your new partnership. As you and your partner's needs and strategies shift, this data offers insight into the long-term value of your efforts.

Finally, to gauge the success of your co-branding partnership, set aside time to do an annual review of the partnership. You'll want to check for consistent brand alignment and balanced priorities. Ask yourself:

Are you running the same campaigns over and over?
Have results plateaued?
Are you still coming up with exciting ideas together?

If the answer is no to any of the above, you might need to assess the partnership.

It's also important to check if your co-branding partnership is continuing to meet stakeholder expectations. If either team isn't getting their needs met, you may need to revisit your partnership.

This review is also an exciting time to see how changes in your industry could boost your co-branding work. Set aside time to talk to your partner about new strategies and products that might spark even more exciting collaboration.

These strategies for measuring success can help you make sure that your co-branding start isn't a one-hit-wonder. Instead, it can be a lasting source of value for your business.

Creating a Great Co-marketing Campaign

Although you might not have the budget of the brands noted above, you can take note of their creativity, level of storytelling, and how they pooled their resources to connect their separate brands in a mutually beneficial way.

As you search for the best co-marketing partner for your brand and build a winning campaign, we hope you find some inspiration for your next stellar launch.

Editor's Note: This article was originally published in September 2020 and has been updated for comprehensiveness.

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The Case Study Toolbook - Partnership case studies as a tool for change

The Case Study Toolbook aims to provide insights into the process of successful cross-sector partnering, create better case study collection and dissemination methods and deepen understanding of how case studies may be used more effectively as tools for change.

The starting point for the toolbook was to address the apparent discrepancy between the idea of case studies as valuable sources of information and inspiration and the reality that most case studies are either too academic or too superficial to add real value.

The book is designed to help individuals to create their own case studies more successfully and is aimed at partnership practitioners worldwide, irrespective of their sector or their partnering role(s) or whether they are working on partnerships at an operational or a strategic level. Such individuals may be ‘internal’ or ‘external’ to the partnership being studied.

Further information

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First Online: 30 September 2022

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Hamdan Al Fazari 4

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No one company has everything it takes to run a business successfully. It is always beneficial for companies to have effective partnerships and collaborations with multinational companies, if only to bring together the multiple skills and resources required to improve their business outcomes. Partnerships are important and, accordingly, Sohar University (SU) has realized that working in alliance, or in partnership, is the only way to build stronger and more equitable communities working for a common purpose. This was reflected in the SU Strategic Plan 2018/2023, as it includes a standalone strategic goal entitled “Connect and Collaborate”. This is designed to build strategic alliances with national, regional, and international communities to support innovation in educational, social, cultural, and economic development. However, there is no doubt that the COVID-19 pandemic has considerably disturbed or, at the very least, slowed down most economic activities all over the world and that it has impacted every aspect of everyday life. It has also affected partnerships activities that higher education institutions are usually engaged in. A study conducted by the National Centre for Universities and Business (NCUB) has found that business-university collaboration has decreased by one third between 2018/19 and 2019/20, as the impact of COVID-19 started to be felt in university and business collaborations fell by a third in early days of the pandemic, 2021, [ 1 ]). Also, in the same year 2021, the same study showed that there was a decline in the number of interactions with small and medium enterprise (SME) and large businesses by 39% and 2%, respectively in university and business collaborations as well [ 1 ]). On the other hand, the COVID-19 pandemic has opened new areas of collaboration in the fields related to the development and production of vaccines, drugs, clinical testing kits, medication techniques and equipment, and other related areas of medical research and technology. Hence, COVID-19 has triggered some novel collaboration in research. Hundreds of SMEs and academic start-up companies have been established worldwide and have succeeded in delivering many innovative products to help cope with the health emergency resulting from the pandemic (Naujokaitytė in Science|Business, 2021, [ 2 ]).

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Establishing successful university–industry collaborations: barriers and enablers deconstructed

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NCBU (2021) University and business collaborations fell by a third in early days of the pandemic, NCUB’s new analysis shows. https://www.ncub.co.uk/insight/university-and-business-collaborations-fell-by-a-third-in-early-days-of-the-pandemic-ncubs-new-analysis-shows/

Naujokaitytė G (2021) COVID-19 triggered unprecedented collaboration in research. Science|Business. https://sciencebusiness.net/covid-19/news/covid-19-triggered-unprecedented-collaboration-research

Cranfield University (2020) New research projects to explore use of drones for medical delivery purposes. Press release number PR-SATM-20-140. https://www.cranfield.ac.uk/press/news-2020/new-research-projects-to-explore-use-of-drones-for-medical-delivery-purposes

Cranfield School of Management (2021) Collaboration and innovation: the cross-industry research and development bolstering the Covid-19 recovery. https://www.cranfield.ac.uk/som/thought-leadership-list/cross-industry-research-to-bolster-the-covid-19-recovery

OECD (2021) OECD Science, technology and innovation outlook 2021: times of crisis and opportunity. https://doi.org/10.1787/75f79015-en

UNDESA (2021) World social report. www.un.org/development/desa/dspd/world-social-report/2021-2.html

Marinoni G, van’t Land H, Jensen T (2020) The impact of COVID-19 on higher education around the world. IAU Global Survey Report. iau_covid19_and_he_survey_report_final_may_2020.pdf (iau-aiu.net)

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Sohar University. https://www.su.edu.om/index.php/en/

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Adnan Badran

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Al Fazari, H. (2022). Effective Partnerships with Multinational Organizations—A Case Study from Sohar University. In: Badran, A., Baydoun, E., Mesmar, J. (eds) Higher Education in the Arab World. Springer, Cham. https://doi.org/10.1007/978-3-031-07539-1_14

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insights@IMD No.36 - IMD Business School

Strategic partnerships

Seventy-nine participants from 50 companies attended an IMD Discovery Event that focused on the challenges involved in making strategic partnerships work.

Alliances and partnerships have always been part of human history in all areas of life – from private to public and from politics to business. Companies have worked with partners across countries, businesses or within their value chains for a variety of reasons, whether from a desire to expand or a need to cut costs. Yet, in recent years the growth of partnerships has accelerated, driven by the benefits of risk sharing and resource pooling, technology convergence, industry deconstruction (from linear value chains to industry value networks) and knowledge diffusion. The automobile and pharmaceutical industries in particular provide good examples of partnerships that have evolved from simple contingency and contractual relationships to more capability-focused ones.

According to a 2014 PwC CEO survey, more than 80% of US CEOs are currently looking for strategic partnerships or intend to do so in the near future.1 Nevertheless, in the last three years only around 65% of those seeking new strategic alliances have been successful.

What makes a partnership strategic?

In a strategic partnership the partners remain independent; share the benefits from, risks in and control over joint actions; and make ongoing contributions in strategic areas. Most often, they are established when companies need to acquire new capabilities within their existing business. Strategic partnerships can take the form of minority equity investments, joint ventures or non-traditional contracts (such as joint R&D, long-term sourcing, shared distribution/services).

Strategic partnerships inevitably involve challenges that have to be resolved efficiently to ensure the longevity and success of the alliance, such as isolating proprietary knowledge, processing multiple knowledge flows, creating adaptive governance and operating global virtual teams. If these challenges are not tackled, the partnership will more than likely fail, which, as the empirical research shows, happens in more than half of the cases.

A short survey conducted during the event revealed that around 60% of participants had had a positive experience with strategic partnerships, while 31% had experienced a failure (9% had no experience). Reasons for success or failure included the importance of matching the objectives, values and relevant stakeholders, effective governance and the necessity for a strategic partnership to be mutually beneficial (see Table 1).

These results are in line with the empirical research, which identifies three major reasons for failure of strategic partnerships:

• Underinvestment : disagreement on revenue and cost sharing, lack of resources, lack of executive sponsorship and commitment, etc.

• Over-appropriation : coopetition, customer ownership issues, intellectual property sharing, etc.

• Misalignment : conflicting goals and incentives, unclear roles and responsibilities, difficulty in communicating the joint value proposition, extension of the internal silo mentality.

In order to avoid such failures and effectively build joint capabilities, strategic partnerships should be based on trust and follow five simple steps:

Quite often strategic partnerships are formed to address the competitive threats of imitation and substitution, yet while the threat of imitation should be addressed in the value channel area, the response to substitution should lie in strategies at the business model level. In general, companies that decide to pursue strategic partnerships should introduce changes at the strategy level, including organizational structure, processes, and most importantly – commitment at all levels. Companies should clearly define the areas in which partnerships should be built based on its general strategy as well as its objectives.

Nestlé adopted a strategy change toward a partnership-based model in the areas of innovation and R&D in order to fight competition and imitation. Its in-house innovation system was no longer capable of sustaining annual growth of 5% to 6% and keeping up with the competition that was intensively using open-source innovation. In 2007 Nestlé’s organizational structure was a mix of functional/geographic/business divisions and did not allow for flexibility and efficiency in terms of managing strategic partnerships. In total 5,000 people were working in R&D within different business units, and only two people were responsible for partnerships. After mapping the existing R&D expertise inside the company to identify opportunities for shared knowledge and expertise, as well as potential areas for open-source innovation, a special business unit was created that was responsible for all strategic partnerships. By 2009 Nestlé had developed a profound practice for strategic partnerships and had built a broad scope of alliances across businesses, universities, start-ups and venture capitalists.

Search, Screen and Select

One of the common mistakes businesses make when looking for possible partners is to consider only a few options instead of looking at the whole ecosystem of strategic partnerships. As a result, search, screen and selection processes remain decentralized and ad-hoc (except for the companies with developed capability and a history of successful strategic partnerships).

In general, companies should use a variety of mechanisms in their search for possible partnership opportunities, such as existing contact networks (suppliers, research partners), specialized industry organizations, associations and conferences. In the screening phase, companies should use strategic partnerships to acquire new capabilities within existing business, and be aware of consumer insights. They should also focus on limiting the number of growth areas and finding the right business champions in the areas of interest. The selection process should take into consideration a good match in terms of capabilities, competences and culture, as well as readiness to invest “in kind.”

NetApp applies a well-structured, systemic approach when searching for possible partners. The global IT product and services industry is diverse, with companies ranging “from one-stop shops” (big vertically integrated IT companies, such as IBM, Oracle and Dell, which provide the whole range of services) to small companies like NetApp that do business within one segment only.

In order to successfully compete with “one-stop shops” in infrastructure for cloud computing and provide its customers with the whole range of services, NetApp started looking at establishing strategic partnerships in adjacent areas of IT infrastructure. The first step was to map the competitive landscape across all areas of cloud infrastructure, distinguishing “best of breed” companies among the small specialized companies in each area. Eventually, it formed a non-equity partnership with Cisco, called FlexPod, which engages virtual teams consisting of best professionals from each company, and forms multiple small partnerships in various areas and countries.

There are multiple structures of strategic partnerships – from non-equity alliances, mostly in the form of non-traditional contracts (such as joint R&D, long-term sourcing, shared distribution/services) to equity-based partnerships in the form of minority equity investments and joint ventures.

The main reasons for choosing non-equity strategic partnerships are high uncertainty in the market, the existence of several possible partners (the rationale is to start loose and maintain competition between possible partners), the risk of damaging existing partnerships, and high organizational fit.

A joint venture is usually preferred when there are differences in culture and/or in the size of the companies (to minimize the risk of under-commitment by the smaller partner). Yet in order for a joint venture to succeed, it should recruit independent people to make a fresh start rather than engaging employees from both companies, who already have different cultures and conflicts of interest and who might prioritize the goals of their own companies rather than those of the JV.

Overall, joint ventures are the least popular form of partnership; they are the most difficult to manage and have an average life span of around seven years. According to McKinsey,2 many joint ventures fail because they spend more time on steps where less value is at risk (50% of time spent on negotiating deal terms, which constitute only 10% of value at risk) and less time on steps that have more value at risk (only 20% of time spent on business model and structure, which represents around 40% of total value at risk).

Following negotiations, the master agreement should be signed at the C-level (preferably CEO) and should explicitly summarize all the inputs and shared responsibilities and ownership of intellectual property, assets, etc., as well as conflict resolution and exit terms. Moreover, companies should avoid money investments by investing “in kind” (equipment, technology, people, buildings) to increase the commitment of both partners, because as soon as money is involved everything becomes a transaction rather than a long-term joint endeavor.

It is important to understand that all the aspects of negotiations, as well as the successful launch of a strategic partnership, are vastly affected by cultural values, such as individualism vs. collectivism, egalitarianism vs. hierarchy, high vs. low context. Such cultural and language differences can become the root cause for misunderstandings and conflicts, which can be diminished by mutual respect, awareness of cultural differences and misinterpretation of the other party`s behavior through your own cultural values.

In 2007 Starbucks tried to enter the Indian market through a joint venture with Future Holdings, but the venture failed due to problems with government approval as well as inside the partner organization. In 2010 the FDI regulation changed, allowing 100% of foreign ownership in Indian companies, and a year later Starbucks decided to repeat its attempt and partner with a big local company with expertise in dealing with local government and building a working supply chain. Tata, India’s premium brand, which had great market knowledge and was the largest coffee grower in India, was chosen as a strategic partner. At first, a non-binding open-ended Memorandum of Understanding was signed at the top level of both companies. However, five big issues needed to be resolved: equity stake, branding, pricing, growth pace and supply chain. After intense negotiations, a JV was formed with an equity stake of 50/50 (signalling trust between partners). Each party compromised on some of its original positions to create a sustainable growth strategy. Starbucks was launched in Mumbai in 2013 and has since grown to other cities.

Start and Stabilize

Developing a supportive culture within the company is vital to ensure that a strategic partnership is efficient and productive. This means recognizing partnerships as a corporate priority (with inclusion in the corporate communication strategy). Support from senior leadership should be coupled with support from partnership leaders and teams.

Nevertheless, conflict is inevitable, especially in the early stages, and interest-based problem solving is the best way of tackling them. This requires separating people from the positions, emotional aspect from the rational issues, focusing on interests, generating mutually beneficial options, developing a contingency plan, and clarifying the commitment of both parties. Yet the most important first step is to identify and agree on the issues to be resolved. The contract should include a coordination aspect – an opportunity to revisit the contract, as well as conditions for escalating the issues, who should be escalating the issue, to what level, veto rights, and so on.

Study and Steer

Quite often, companies form a special unit (with a clearly defined role – pull vs. push) that is responsible for enabling and supporting strategic partnerships. These units usually hold a portfolio of strategic partnerships or projects within the partnership to make coordination more efficient, increase the scope of partnership and build up expertise. A portfolio approach to strategic partnership increases effectiveness since, according to BCG, the broader the scope for the partnership, the more successful it will be.

Such a coordination unit ensures brokering knowledge, legitimizing competence and institutionalizing organizational memory, as well as transferring best practices across its portfolio.

US-based Eli Lilly has a long history of successful strategic partnerships. Despite a high prevalence of M&As in the pharma industry, the company’s management decided to outgrow the industry by organic development and to leverage external capabilities through alliances. In 1999 it established the Office of Alliance Management (OAM), to build its capability to become the best in alliance management. All the external partnering activities were consolidated under three groups: the Research Acquisition group, which identified potential candidates, Corporate Business Development, which focused on the due diligence process and the negotiations, and the OAM, which supported the successful implementation of the alliance and minimized the risk of alliance failure for reasons other than scientific ones. OAM people participated in the due diligence and negotiation phase to ensure the deep understanding of the partner’s interests and business. By 2006, Eli Lilly had become a model within the industry for institutionalizing alliance capabilities within its organization, and over the years has become best in class in terms of partnering strategies within the pharma industry.

Key takeaways

With the significant increase in strategic partnerships, companies should bear in mind that success depends heavily on adopting a proper strategy, alignment (within the company and between the partners) and seamless integration into the organization’s processes and operations. Nevertheless, it is essential to focus on sharing commitment and competencies to create value.

Open communication lays the foundation for successful strategic partnerships, ensuring clarity of objectives, trust and strong relationships.

On the operational level, the most important group to involve, from both companies, is middle management since their objectives are often conflicting. Creating special mutually accepted metrics to measure the success of the alliance is also important.

When structuring the partnership, equity serves as a substitute for trust. If trust is weak, the partners tend to feel “it pays to cooperate,” whereas strong trust stimulates partnerships to the level of personal relationships, reflecting solidarity and similar cultural values.

[1] http://www.pwc.com/us/en/ceo-survey-us/2014/assets/2014-us-ceo-survey.pdf

[2]http://www.mckinsey.com/insights/corporate_finance/avoiding_blind_spots_in_your_next_joint_venture.

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Home > Faculty Scholarship > Books > 30

Cases on the Law of Partnership

Floyd R. Mechem , University of Michigan Law School Follow

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Download I: What is a Partnership (21.6 MB)

Download II: For What Purpose Organized (14.8 MB)

Download III: Who May Be Partners (18.4 MB)

Download IV: What Contracts and Acts Create Partnership (11.7 MB)

Download V: Nature of Partner's Interest in Property (30.8 MB)

Download VI: The Firm Name and Good Will (4.6 MB)

Download VII: Rights and Duties of Partners Toward Each Other (29.0 MB)

Download VIII: Actions Between Partners (35.2 MB)

Download IX: Powers of Partners (5.0 MB)

Download X: Who is Liable for the Acts of a Partner (29.5 MB)

Download XI: Of the Nature and Extent of a Partner's Liability (10.9 MB)

Download XII: Of Dissolution and Notice (35.3 MB)

Download XIII: Of the Consequences of Dissolution (5.9 MB)

Download XIV: Agreements Between Partners at Dissolution Respecting Payment of Debts (10.4 MB)

Download XV: Application of Assets to Claims of Creditors (63.4 MB)

Download XVI: Distribution of Assets Between Partners (7.5 MB)

Download Index (10.1 MB)

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A casebook with selected cases to aid the teaching of partnership law. First edition. Missing front matter.

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Callaghan & Company

Partnerships, Property, Property interests, Firms, Liability, Dissolution, Notice, Debts, Claims, Assets, Limited partnerships

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Business Organizations Law | Legal Education

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Mechem, Floyd R. Cases on the Law of Partnership . Chicago: Callaghan & Company, 1896.

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PARTNERSHIP BUSINESS CASE STUDY

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Partnership Business Case Study

Partnership form of business involves two or more parties who have to sign a contract agreeing to share responsibilities and profits and losses. Generally, the real intention means that he or she should be no desire to deceive since the signed contract is legally binding ( Lan 2016) . The partners are known to lack what is called the limited liability, which means that when their entity plunges in debts and cannot pay back, the personal resources of the partners may be used to settle that ( Pollock 1890) This essay entails discussing the partnership form of business, latent liabilities and partner’s legal rights.

Partnership Act 1890

People are considered partners because this contributed to cash, property expertise, intellectual property, and others. All the parties in their form of business have to share responsibilities, profits, and costs of the firm. All the parties sharing the duties in the business are normally liable for every firm’s engagement as general partners ( Pollock 1890) . There are liabilities of outgoing and incoming partners. In Floydd v Cheney, it was held that the partners owe each other a duty of good faith, which should prevent one from engaging in actions that jeopardize the smooth running of the business. In Keech v Sandford, it was held that a partner should be put himself or herself above the conflict of interest. In case other parties in the partnership business had admitted an individual, the person cannot withdraw himself or herself from liabilities that were accrued or the activities that occurred before they entered the firm.

In case a mutual consent exists on that issue, and it is allowed in the contact, the incoming person, therefore, will not incur liabilities to existing creditors that co-partners administered. A similar principle normally applies to outgoing partners. Liabilities may not be discharged even in situations where an individual has retired from the business ( Cumberlege, 2018) . However, in the case of mutual agreement exists, the situation would play out differently. As such, it will not have liabilities to debts that were accrued after the retirement of the person from the business.

In case of no contract or agreement, all accrued debts before retirement of a person from the business will be the partner’s responsibilities. The contract or agreement may be formal with signatures and also formally expressed orally by partners. It may also be inferred from the existing facts. The creditors are legally right to claim their money to such individuals, no matter whether they are part of the firm of not ( Cumberlege, 2018) . The prescription purpose exists to protect the interests of the creditors. It is nowadays common knowledge that all parties are supposed to be responsible for their deed: all incoming partners need to go after getting consent from the existing partners, outgoing partners do not need consent.

The mutual duties and rights of partners may be understood by mutual consent in case of no law violation. Actual consent needs to be inferred from the fact that should be done formally, and all partnership normally have exclusive rights to the property of the partnership ( Cumberlege, 2018) . The partners are known to co-own the properties of partnership business; the share of partners is the existing partnership assets proportion. All partners are legally right to convert the shares into cash as they prefer, and their debts and liabilities may be discharged from the business of the partnership ( Pollock, 1890) . Rules with regards to their profit distribution exist, all rights, duties, and interests of partners need to be determined based on the agreement of partnership and as the law prescribes.

All partners have to share losses and profits equally. They usually have shared interests and shared interests. The profits proportion a partner could get form the company is always determined in comparison with the losses a partner is going to suffer. Advanced costs that partners expand for partnership purposes and running of busies need to be regarded as personal payments and common costs ( Pollock, 1890) . Every partner has a right to participate in the management of the business and partners have a duty of diligence and care to the business every partner is supposed to devote faithfully to the business and use their intelligence and skills to generate more profits ( Cumberlege, 2018) . Moreover, the partners have a right to claim reimbursement of salaries and the intelligence community. In the case of different thinking opinions among the partners, the decision will be made from majorities point of view. However, all partners can express their opinions in the process of decision making. Again, all partners have a right to inspect financial reports on partnership books. No changes can take place in the business without signed consent from the present partners.

If someone wants to leave the partnership entity, several ways can be explored. They may retire based on a partnership agreement or retire by providing written notice to the remaining partners to reveal his or her intentions. It is legally wrong for partners to participate in similar business without consent from existing partners ( Cumberlege, 2018) . A partner may also be mentally ill or died, leading to exit from the partnership form of business; the remaining partners will terminate the partnership through expulsion notice.

In AIB plc v Martin, the duties of partners and mutual rights, whether defined by the act of ascertained by agreement, could be varied based on the partner’s consents, and the consent may either be inferred or express from dealing course. Partners also need faith and trust between each other since, as soon as they make bad decisions, they increase the risk that spills over to their personal accounts ( Milman 2018) . Partners should always consider circumstances and find out if the business is financially viable since the partnership is a small business, and it would be better if the partners consulted each other before making business decisions.

Application

From the facts of the case, it was legal for the Gary, dan, and Karen to form a partnership form of business Food’R’Dral that orders seas food from a company called Seawishh Foods Limited. Gary unlawfully retired from the partnership form of business. While he has a right to withdraw from the business, he was supposed to stick to the laid down plans of retiring from the general partnership business. He can only retire from the business after meeting the fixed terms based on the agreement or retire from the business at will after providing written notice to the remaining partners to reveal his intentions. After being considered retired from the business, a partner ceases their labilities for all deed done and debts accrued before he retired ( Milman 2018) . The partner may negotiate the terms based on the partnership agreement. The legal duties and rights of every partner may be varied by agreement even in a situation where there is mutual consent, and no law has been violated.

Dan should acknowledge the kind of contract he agreed to. It must be established if the contract says that it is a single continuing contract where he is found liable for debts incurred when he was a partner. Again, a series of contracts deal with creditors of the business being made before his retirement date ( Milman 2018) . He will not be found liable for incurred debts. Still, the coming partners will cater to that instead. Dan was supposed to provide the creditor his retirement notice and write an official letter showing his intent to leave the partnership form of business. Dan would suffer if he had some assets in the partnership business, or he individually contributes towards the payment to creditors.

Dan will most likely get a contribution from the business to pay the creditors since one cannot leave the business without having informed the existing partners. It would be a good move even if he leaves the business without having to notify the members of the public. The court would most probably find all partners, including Dan and Gary, liable for the amount owed to the creditor. A retired partner will always continue being liable for existing partners’ actions on behalf of the business until he or the remaining partner provide a retirement’s public notice ( Cumberlege, 2018) . In case a third party without knowing that he once was a partner in the business, then he is not going to be personally liable to the third party.

In this case, Dan has not provided a public retirement notice nor has his fellow partners. Such means that he is still fully liable for the debts of the firm since the firm cannot sustain itself financially at the moment. Dan should understand that even after retirement, he has to continue being liable for the firm’s activities, which were done before his retirement. It is only an agreement between him, the partners, and a third party. In this case, the creditor who supplied fresh seafoods for the company. Also, such an agreement could be implied by the course of the dealing between the reconstituted firm and third party post his retirement announcement ( Lan 2016) . If Dan retired at will, then he needed to have provided a public notice and a written notice to the other partners, Karen and Dary, about his intention to retire from the firm.

The partnership act provides a real understanding of the partnership form of business, according to the partnership act. The partnership is a form of business existing between two or more parties who want to generate profits from the business ( Milman 2018 . Disputes in the partnership are rare, and when they occur, they are simple to solve. The partners are always supposed to sign a contract understanding that they are for all firm’s engagements as partners. Such is entirely different from what the registered company holds under the corporation act.

However, a mistake made by one partner will affect all other partners. Dan should not assume that he will not be liable for the actions of Karen and Gary. If Food’R’Deals is found to be struggling financially and thus unable to pay its debts, the personal properties of Karen, Gary, and Dan will be taken to settle the firm’s debts. Section 9 holds that partners are jointly liable for the obligations and debts of the partnership business. Therefore, innocent partners will lose the investment, and his personal property if one of the partners misbehaves or makes wrong decisions ( Milman 2018). Partnership usually acts as a safeguard of making sure that all members are liable, and such is usually the cases when corporate veil protection is lifted under the company law.

Limited Liability Company

In business terms, liability is, in simple terms, the debt that a company or individual has to pay. Such could be in the form of asset finance loan accumulated tax, unpaid invoices rent falling, and others, for a limited company that may not meet its liabilities. The limited liability protects the company directors, such generally means that one will not be held responsible personally for limited company debts unless they signed as personal guarantors. Solomon v. Solomon entails separate corporate personality principles. It holds that shareholders in a limited company are never liable for debts of the company beyond their nominal share value. The case established principles that limited liability companies are different from its members.

If Dan or other partners were directors, they could not be held responsible personally since the liabilities of the company are its wone and do not attack to directors. The only circumstances that could make the directors be held personally liable for the debts of the company are he engaged in personal guarantee. The company is unable to meet the said obligations if a director also allows the company to continue trading when it is insolvent or fails duties as director, he will lose limited liability protection and even held liable for all the incurred debts. Secondly, Dan and other partners could be held personally liable after narrowing money and has a director account, which is overdrawn, a liquidator may pursue him for amount recovery.

Again, directors who engaged in criminal or deceiving activities may compel the court to break the veil and make them responsible for any debts of the company. A director who cannot repay such liabilities will be compelled to sell or refinance assets. A director may be forced into bankruptcy by such actions. In Gilford Motor Co v Horne, the defendant was former company’s director who agreed that he would never steal customers from his employer, it breached the agreement, the court found him liable as he engaged in sham activities. Also, if a director cannot fulfill his duties, he may be barred or disqualified from acting as a director for 15 years. If Gary, Karen, and Dan were directors of a company, they would not be held personally responsible for that.

If Dan were a director in a limited company, he would have to follow a unique process to resign. He would, first of all, put his intention of resigning in writing and provide it to the directors who are remaining. He would have no obligation to give reasons for his resignation. Even though it is not legally mandatory, the director may be compelled to notify the users/ customers of the decision and let them understand that the person they should contact after this departure ( Jelsma and Nollkamper, 2018) . After fellow directors accept the resignation, a specific form TM01 is to be completed and take into the company’s house so that his names can be removed from company records.

At this departure point, liabilities will be over, and he would only help responsible for activities that took place during his director’s time. If he never acted outside the company law while he was serving as the director, he will be free to leave the company. If the company at the point of departure is found to be in a debtor plunges into debt after his resignation, nothing would happen because of limited liability. Such means that the company’s debts belong to the company, and they are not the personal responsibility of the director. In case the company fails to meet the debts, it may enter insolvency procedure as a way to close and clear its outstanding debts ( Jelsma and Nollkamper, 2018) . Only current directors will initiate that process. After a director resigns, they lose control over the company and cannot initiate, prevent, or liquidate a specific procedure.

If this case involved a Limited company, only personal guarantees could affect the directors. All the personality guaranteed debts will be the individual’s responsibility, and the money has to be paid back. While Gary had asked Karen not to place orders of fresh foods from Seawish, but buy from local supermarkets, Karen ordered from Seawish who do not understand anything to do with Gary’s request. The partners, in this case, have to pay Seawish the owed money since the limited liability never protects the partners. Gary cannot hold claim that requesting Karen to buy produce from the local market, but not from a creditor Seawish, is a justification for Karen to incur the said debt. In partnership, all the partners are liable for business expenses and costs, unlike in a company.

In sum, partnership entails two or more people coming together to run a business to generate profits. The form of business is regulated by the Partnership Act of 1890, which states the relationship between people who agree to run a partnership form business. While it is rare for partnership business to have a serious misunderstanding, there are factors like sharing of duties and responsibilities, loss and profits, and costs that mostly bring legal problems to the partners. For instance, a partner who wants to retire must understand that he or she has legal duties that cannot be absconded. In the case study, it is clear that the decisions made by Karen might plunge the business into financial uncertainty and affect the retired party—Dan. He will be forced to be legally liable for the debts of the company because he did not write a notice of retirement. Also, theirs is a partnership and not a limited liability company. The business people may avoid such challenges by forming a limited liability company that does not allow creditors to take personal resources to cater for the debts of the company.

Reference List

Cumberlege, J., 2018. Why companies and not partnerships? Practice Management , 28 (4), pp.36-37.

AIB plc v Martin

Floyd v Cheney [1970] Ch 602

Gilford Motor Co Ltd v Horne [1933] Ch 935

Jelsma, P.L. and Nollkamper, P.E., 2018. The limited liability company . LexisNexis.

Keech v Sandford [1726] EWHC J76

Lan, L.L., 2016. Corporate law [Book Review]. Singapore Journal of Legal Studies , (Mar 2016), p.214.

Milman, D., 2018. Legal problems associated with the identification of partnerships. Nottingham Insolvency and Business Law Ejournal , 2018 (6), pp.13-29.

Pollock, F., 1890. A Digest of the Law of Partnership: Incorporating the Partnership Act, 1890 . Stevens.

Salomon v A Salomon & Co Ltd [1896] UKHL 1, [1897] AC 22

At Legal writing experts, we would be happy to assist in preparing any legal document you need. We are international lawyers and attorneys with significant experience in legal drafting, Commercial-Corporate practice and consulting. In the last few years, we have successfully undertaken similar assignments for clients from different jurisdictions. If given this opportunity, we will be able to prepare the legal document within the shortest time possible.

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Please note you do not have access to teaching notes, business‐community partnerships: understanding the nature of partnership.

Corporate Governance

ISSN : 1472-0701

Article publication date: 22 February 2011

This paper aims to offer a New Zealand perspective on how business and community organisations engage to develop mutually beneficial partnerships to tackle pressing social issues. Specifically, the paper seeks to examine the collaboration motivations for business and community partners involved in seven business‐community partnerships in New Zealand.

Design/methodology/approach

The paper utilises data from in‐depth, semi‐structured interviews with key business and community managers involved in seven partnerships in New Zealand. The transcripts of the interviews were analysed using elements of content and narrative analysis. Findings to be presented in this paper include: explaining what “partnership” is; understanding a business case; and community organisations' motivations for engaging in partnerships with business.

This research finds that, while partnerships involving business and community organisations may ideally be associated with shared societal concerns, in this study there was a very strong focus on individual community organisation goals and a dominance of business priorities. This was not balanced by an interest in the broader meta‐goals of the partnership.

Originality/value

This paper draws attention to diverse and often competing motivations that characterise business‐community partnerships. The research demonstrates that, while partnerships are often discussed in the context of societal benefits, individual organisations frequently form partnerships primarily for their own instrumental self‐interests. It is hoped that this paper will stimulate understanding of the practical challenges to developing business‐community partnerships, given differences among the partners in goal orientations and expectations.

Social responsibility
Communities
Partnership

Lee, L. (2011), "Business‐community partnerships: understanding the nature of partnership", Corporate Governance , Vol. 11 No. 1, pp. 29-40. https://doi.org/10.1108/14720701111108826

Emerald Group Publishing Limited

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16 case study examples (+ 3 templates to make your own)

Hero image with an icon representing a case study

I like to think of case studies as a business's version of a resume. It highlights what the business can do, lends credibility to its offer, and contains only the positive bullet points that paint it in the best light possible.

Imagine if the guy running your favorite taco truck followed you home so that he could "really dig into how that burrito changed your life." I see the value in the practice. People naturally prefer a tried-and-true burrito just as they prefer tried-and-true products or services.

To help you showcase your success and flesh out your burrito questionnaire, I've put together some case study examples and key takeaways.

What is a case study?

A case study is an in-depth analysis of how your business, product, or service has helped past clients. It can be a document, a webpage, or a slide deck that showcases measurable, real-life results.

For example, if you're a SaaS company, you can analyze your customers' results after a few months of using your product to measure its effectiveness. You can then turn this analysis into a case study that further proves to potential customers what your product can do and how it can help them overcome their challenges.

It changes the narrative from "I promise that we can do X and Y for you" to "Here's what we've done for businesses like yours, and we can do it for you, too."

16 case study examples

While most case studies follow the same structure, quite a few try to break the mold and create something unique. Some businesses lean heavily on design and presentation, while others pursue a detailed, stat-oriented approach. Some businesses try to mix both.

There's no set formula to follow, but I've found that the best case studies utilize impactful design to engage readers and leverage statistics and case details to drive the point home. A case study typically highlights the companies, the challenges, the solution, and the results. The examples below will help inspire you to do it, too.

1. .css-12hxxzz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-12hxxzz-Link[data-color='ocean']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='ocean']:hover{outline-color:var(--zds-text-link-hover, #2b2358);}.css-12hxxzz-Link[data-color='ocean']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='white']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='white']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='white']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='primary']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='primary']:hover{color:var(--zds-text-link, #2b2358);}.css-12hxxzz-Link[data-color='primary']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='secondary']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='secondary']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='secondary']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-weight='inherit']{font-weight:inherit;}.css-12hxxzz-Link[data-weight='normal']{font-weight:400;}.css-12hxxzz-Link[data-weight='bold']{font-weight:700;} Volcanica Coffee and AdRoll

On top of a background of coffee beans, a block of text with percentage growth statistics for how AdRoll nitro-fueled Volcanica coffee.

People love a good farm-to-table coffee story, and boy am I one of them. But I've shared this case study with you for more reasons than my love of coffee. I enjoyed this study because it was written as though it was a letter.

In this case study, the founder of Volcanica Coffee talks about the journey from founding the company to personally struggling with learning and applying digital marketing to finding and enlisting AdRoll's services.

It felt more authentic, less about AdRoll showcasing their worth and more like a testimonial from a grateful and appreciative client. After the story, the case study wraps up with successes, milestones, and achievements. Note that quite a few percentages are prominently displayed at the top, providing supporting evidence that backs up an inspiring story.

Takeaway: Highlight your goals and measurable results to draw the reader in and provide concise, easily digestible information.

2. .css-12hxxzz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-12hxxzz-Link[data-color='ocean']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='ocean']:hover{outline-color:var(--zds-text-link-hover, #2b2358);}.css-12hxxzz-Link[data-color='ocean']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='white']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='white']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='white']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='primary']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='primary']:hover{color:var(--zds-text-link, #2b2358);}.css-12hxxzz-Link[data-color='primary']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='secondary']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='secondary']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='secondary']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-weight='inherit']{font-weight:inherit;}.css-12hxxzz-Link[data-weight='normal']{font-weight:400;}.css-12hxxzz-Link[data-weight='bold']{font-weight:700;} Taylor Guitars and Airtable

Screenshot of the Taylor Guitars and Airtable case study, with the title: Taylor Guitars brings more music into the world with Airtable

This Airtable case study on Taylor Guitars comes as close as one can to an optimal structure. It features a video that represents the artistic nature of the client, highlighting key achievements and dissecting each element of Airtable's influence.

It also supplements each section with a testimonial or quote from the client, using their insights as a catalyst for the case study's narrative. For example, the case study quotes the social media manager and project manager's insights regarding team-wide communication and access before explaining in greater detail.

Takeaway: Highlight pain points your business solves for its client, and explore that influence in greater detail.

3. .css-12hxxzz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-12hxxzz-Link[data-color='ocean']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='ocean']:hover{outline-color:var(--zds-text-link-hover, #2b2358);}.css-12hxxzz-Link[data-color='ocean']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='white']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='white']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='white']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='primary']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='primary']:hover{color:var(--zds-text-link, #2b2358);}.css-12hxxzz-Link[data-color='primary']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='secondary']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='secondary']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='secondary']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-weight='inherit']{font-weight:inherit;}.css-12hxxzz-Link[data-weight='normal']{font-weight:400;}.css-12hxxzz-Link[data-weight='bold']{font-weight:700;} EndeavourX and Figma

Screenshot of the Endeavour and Figma case study, showing a bulleted list about why EndeavourX chose Figma followed by an image of EndeavourX's workspace on Figma

My favorite part of Figma's case study is highlighting why EndeavourX chose its solution. You'll notice an entire section on what Figma does for teams and then specifically for EndeavourX.

It also places a heavy emphasis on numbers and stats. The study, as brief as it is, still manages to pack in a lot of compelling statistics about what's possible with Figma.

Takeaway: Showcase the "how" and "why" of your product's differentiators and how they benefit your customers.

4. .css-12hxxzz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-12hxxzz-Link[data-color='ocean']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='ocean']:hover{outline-color:var(--zds-text-link-hover, #2b2358);}.css-12hxxzz-Link[data-color='ocean']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='white']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='white']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='white']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='primary']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='primary']:hover{color:var(--zds-text-link, #2b2358);}.css-12hxxzz-Link[data-color='primary']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='secondary']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='secondary']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='secondary']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-weight='inherit']{font-weight:inherit;}.css-12hxxzz-Link[data-weight='normal']{font-weight:400;}.css-12hxxzz-Link[data-weight='bold']{font-weight:700;} ActiveCampaign and Zapier

Screenshot of Zapier's case study with ActiveCampaign, showing three data visualizations on purple backgrounds

Zapier's case study leans heavily on design, using graphics to present statistics and goals in a manner that not only remains consistent with the branding but also actively pushes it forward, drawing users' eyes to the information most important to them.

The graphics, emphasis on branding elements, and cause/effect style tell the story without requiring long, drawn-out copy that risks boring readers. Instead, the cause and effect are concisely portrayed alongside the client company's information for a brief and easily scannable case study.

Takeaway: Lean on design to call attention to the most important elements of your case study, and make sure it stays consistent with your branding.

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Screenshot of a video from the Ironclad and OpenAI case study showing the Ironclad AI Assist feature

In true OpenAI fashion, this case study is a block of text. There's a distinct lack of imagery, but the study features a narrated video walking readers through the product.

The lack of imagery and color may not be the most inviting, but utilizing video format is commendable. It helps thoroughly communicate how OpenAI supported Ironclad in a way that allows the user to sit back, relax, listen, and be impressed.

Takeaway: Get creative with the media you implement in your case study. Videos can be a very powerful addition when a case study requires more detailed storytelling.

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Screenshot of the Shopify and GitHub case study, with the title "Shopify keeps pushing ecommerce forward with help from GitHub tools," followed by a photo of a plant and a Shopify bag on a table on a dark background

GitHub's case study on Shopify is a light read. It addresses client pain points and discusses the different aspects its product considers and improves for clients. It touches on workflow issues, internal systems, automation, and security. It does a great job of representing what one company can do with GitHub.

To drive the point home, the case study features colorful quote callouts from the Shopify team, sharing their insights and perspectives on the partnership, the key issues, and how they were addressed.

Takeaway: Leverage quotes to boost the authoritativeness and trustworthiness of your case study.

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Screenshot of the Audible and Contentful case study showing images of titles on Audible

Contentful's case study on Audible features almost every element a case study should. It includes not one but two videos and clearly outlines the challenge, solution, and outcome before diving deeper into what Contentful did for Audible. The language is simple, and the writing is heavy with quotes and personal insights.

This case study is a uniquely original experience. The fact that the companies in question are perhaps two of the most creative brands out there may be the reason. I expected nothing short of a detailed analysis, a compelling story, and video content.

Takeaway: Inject some brand voice into the case study, and create assets that tell the story for you.

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Screenshot of Zoom and Asana's case study on a navy blue background and an image of someone sitting on a Zoom call at a desk with the title "Zoom saves 133 work weeks per year with Asana"

Asana's case study on Zoom is longer than the average piece and features detailed data on Zoom's growth since 2020. Instead of relying on imagery and graphics, it features several quotes and testimonials.

It's designed to be direct, informative, and promotional. At some point, the case study reads more like a feature list. There were a few sections that felt a tad too promotional for my liking, but to each their own burrito.

Takeaway: Maintain a balance between promotional and informative. You want to showcase the high-level goals your product helped achieve without losing the reader.

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I've always been a fan of Mailchimp's comic-like branding, and this case study does an excellent job of sticking to their tradition of making information easy to understand, casual, and inviting.

It features a short video that briefly covers Hickies as a company and Mailchimp's efforts to serve its needs for customer relationships and education processes. Overall, this case study is a concise overview of the partnership that manages to convey success data and tell a story at the same time. What sets it apart is that it does so in a uniquely colorful and brand-consistent manner.

Takeaway: Be concise to provide as much value in as little text as possible.

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Screenshot of NVIDIA and Workday's case study with a photo of a group of people standing around a tall desk and smiling and the title "NVIDIA hires game changers"

The gaming industry is notoriously difficult to recruit for, as it requires a very specific set of skills and experience. This case study focuses on how Workday was able to help fill that recruitment gap for NVIDIA, one of the biggest names in the gaming world.

Though it doesn't feature videos or graphics, this case study stood out to me in how it structures information like "key products used" to give readers insight into which tools helped achieve these results.

Takeaway: If your company offers multiple products or services, outline exactly which ones were involved in your case study, so readers can assess each tool.

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Screenshot of KFC and Contentful's case study showing the outcome of the study, showing two stats: 43% increase in YoY digital sales and 50%+ increase in AU digital sales YoY

I'm personally not a big KFC fan, but that's only because I refuse to eat out of a bucket. My aversion to the bucket format aside, Contentful follows its consistent case study format in this one, outlining challenges, solutions, and outcomes before diving into the nitty-gritty details of the project.

Say what you will about KFC, but their primary product (chicken) does present a unique opportunity for wordplay like "Continuing to march to the beat of a digital-first drum(stick)" or "Delivering deep-fried goodness to every channel."

Takeaway: Inject humor into your case study if there's room for it and if it fits your brand.

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Screenshot of the Intuit and Twilio case study on a dark background with three small, light green icons illustrating three important data points

Twilio does an excellent job of delivering achievements at the very beginning of the case study and going into detail in this two-minute read. While there aren't many graphics, the way quotes from the Intuit team are implemented adds a certain flair to the study and breaks up the sections nicely.

It's simple, concise, and manages to fit a lot of information in easily digestible sections.

Takeaway: Make sure each section is long enough to inform but brief enough to avoid boring readers. Break down information for each section, and don't go into so much detail that you lose the reader halfway through.

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Screenshot of Spotify and Salesforce's case study showing a still of a video with the title "Automation keeps Spotify's ad business growing year over year"

Salesforce created a video that accurately summarizes the key points of the case study. Beyond that, the page itself is very light on content, and sections are as short as one paragraph.

I especially like how information is broken down into "What you need to know," "Why it matters," and "What the difference looks like." I'm not ashamed of being spoon-fed information. When it's structured so well and so simply, it makes for an entertaining read.

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Screenshot of the Benchling and Airtable case study with the title: How Benchling achieves scientific breakthroughs via efficiency

Benchling is an impressive entity in its own right. Biotech R&D and health care nuances go right over my head. But the research and digging I've been doing in the name of these burritos (case studies) revealed that these products are immensely complex.

And that's precisely why this case study deserves a read—it succeeds at explaining a complex project that readers outside the industry wouldn't know much about.

Takeaway: Simplify complex information, and walk readers through the company's operations and how your business helped streamline them.

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Screenshot of the Chipotle and Hubble case study with the title "Mexican food chain replaces Discoverer with Hubble and sees major efficiency improvements," followed by a photo of the outside of a Chipotle restaurant

The concision of this case study is refreshing. It features two sections—the challenge and the solution—all in 316 words. This goes to show that your case study doesn't necessarily need to be a four-figure investment with video shoots and studio time.

Sometimes, the message is simple and short enough to convey in a handful of paragraphs.

Takeaway: Consider what you should include instead of what you can include. Assess the time, resources, and effort you're able and willing to invest in a case study, and choose which elements you want to include from there.

16. .css-12hxxzz-Link{all:unset;box-sizing:border-box;-webkit-text-decoration:underline;text-decoration:underline;cursor:pointer;-webkit-transition:all 300ms ease-in-out;transition:all 300ms ease-in-out;outline-offset:1px;-webkit-text-fill-color:currentColor;outline:1px solid transparent;}.css-12hxxzz-Link[data-color='ocean']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='ocean']:hover{outline-color:var(--zds-text-link-hover, #2b2358);}.css-12hxxzz-Link[data-color='ocean']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='white']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='white']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='white']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='primary']{color:var(--zds-text-link, #3d4592);}.css-12hxxzz-Link[data-color='primary']:hover{color:var(--zds-text-link, #2b2358);}.css-12hxxzz-Link[data-color='primary']:focus{color:var(--zds-text-link-hover, #3d4592);outline-color:var(--zds-text-link-hover, #3d4592);}.css-12hxxzz-Link[data-color='secondary']{color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-color='secondary']:hover{color:var(--zds-gray-warm-5, #a8a5a0);}.css-12hxxzz-Link[data-color='secondary']:focus{color:var(--zds-gray-warm-1, #fffdf9);outline-color:var(--zds-gray-warm-1, #fffdf9);}.css-12hxxzz-Link[data-weight='inherit']{font-weight:inherit;}.css-12hxxzz-Link[data-weight='normal']{font-weight:400;}.css-12hxxzz-Link[data-weight='bold']{font-weight:700;} Hudl and Zapier

Screenshot of Hudl and Zapier's case study, showing data visualizations at the bottom, two photos of people playing sports on the top right , and a quote from the Hudl team on the topleft

I may be biased, but I'm a big fan of seeing metrics and achievements represented in branded graphics. It can be a jarring experience to navigate a website, then visit a case study page and feel as though you've gone to a completely different website.

The case study is essentially the summary, and the blog article is the detailed analysis that provides context beyond X achievement or Y goal.

Takeaway: Keep your case study concise and informative. Create other resources to provide context under your blog, media or press, and product pages.

3 case study templates

Now that you've had your fill of case studies (if that's possible), I've got just what you need: an infinite number of case studies, which you can create yourself with these case study templates.

Case study template 1

Screenshot of Zapier's first case study template, with the title and three spots for data callouts at the top on a light peach-colored background, followed by a place to write the main success of the case study on a dark green background

If you've got a quick hit of stats you want to show off, try this template. The opening section gives space for a short summary and three visually appealing stats you can highlight, followed by a headline and body where you can break the case study down more thoroughly. This one's pretty simple, with only sections for solutions and results, but you can easily continue the formatting to add more sections as needed.

Case study template 2

Screenshot of Zapier's second case study template, with the title, objectives, and overview on a dark blue background with an orange strip in the middle with a place to write the main success of the case study

For a case study template with a little more detail, use this one. Opening with a striking cover page for a quick overview, this one goes on to include context, stakeholders, challenges, multiple quote callouts, and quick-hit stats.

Case study template 3

Screenshot of Zapier's third case study template, with the places for title, objectives, and about the business on a dark green background followed by three spots for data callouts in orange boxes

Whether you want a little structural variation or just like a nice dark green, this template has similar components to the last template but is designed to help tell a story. Move from the client overview through a description of your company before getting to the details of how you fixed said company's problems.

Tips for writing a case study

Examples are all well and good, but you don't learn how to make a burrito just by watching tutorials on YouTube without knowing what any of the ingredients are. You could , but it probably wouldn't be all that good.

Have an objective: Define your objective by identifying the challenge, solution, and results. Assess your work with the client and focus on the most prominent wins. You're speaking to multiple businesses and industries through the case study, so make sure you know what you want to say to them.

Focus on persuasive data: Growth percentages and measurable results are your best friends. Extract your most compelling data and highlight it in your case study.

Use eye-grabbing graphics: Branded design goes a long way in accurately representing your brand and retaining readers as they review the study. Leverage unique and eye-catching graphics to keep readers engaged.

Simplify data presentation: Some industries are more complex than others, and sometimes, data can be difficult to understand at a glance. Make sure you present your data in the simplest way possible. Make it concise, informative, and easy to understand.

Use automation to drive results for your case study

A case study example is a source of inspiration you can leverage to determine how to best position your brand's work. Find your unique angle, and refine it over time to help your business stand out. Ask anyone: the best burrito in town doesn't just appear at the number one spot. They find their angle (usually the house sauce) and leverage it to stand out.

Case study FAQ

Got your case study template? Great—it's time to gather the team for an awkward semi-vague data collection task. While you do that, here are some case study quick answers for you to skim through while you contemplate what to call your team meeting.

What is an example of a case study?

An example of a case study is when a software company analyzes its results from a client project and creates a webpage, presentation, or document that focuses on high-level results, challenges, and solutions in an attempt to showcase effectiveness and promote the software.

How do you write a case study?

To write a good case study, you should have an objective, identify persuasive and compelling data, leverage graphics, and simplify data. Case studies typically include an analysis of the challenge, solution, and results of the partnership.

What is the format of a case study?

While case studies don't have a set format, they're often portrayed as reports or essays that inform readers about the partnership and its results.

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Employee claims against Byju's top Rs 300 crore in ongoing insolvency case

But these claims still need to be reconciled with the complete and accurate books of accounts and records from the corporate debtor, in this case, the former management of byju's.

Photo: Bloomberg

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Swiggy rolls out 'incognito mode' to help users order food discreetly

Peak XV Partners sells 22% stake in Indigo Paints for Rs 1,557 crore

Officials demand $101 million.

Byju's auditor BDO resigns after start of bankruptcy proceedings, firm says

Indian tax officials demand $101 million in byju's insolvency process, sc agrees to list plea related to insolvency proceedings against byju's.

NCLT asks US lenders of edtech company Byju's to file fresh appeal

Byju's lenders kicked off creditor panel by court official Srivastava

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First Published: Sep 07 2024 | 10:49 AM IST

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Employee claims against Byju's top Rs 300 crore in ...
Peak XV Partners sells 22% stake in Indigo Paints for Rs 1,557 crore Officials demand $101 million Indian tax authorities are pursuing $101 million in unpaid taxes from Byju's, an ed-tech firm once considered India's largest startup and now navigating insolvency, according to a report by Reuters.