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With any partnership, there are sure to be implementation issues, if not problems. Consider the case of Clorox and its Green Works brand. Clorox initially licensed the Family Pure brand from a Japanese company. Then they asked European partners to help develop cleaners made from plant-based ingredients. Their aim was to find eco-friendly cleaners that work at least as well as effective harsh chemicals like bleach (Makower, 2008). After tests with consumers, Clorox changed the name to Green Works and co-branded it Clorox.
Although the Clorox/Green Works process serves as a partnership success example, imagine that you are a key HR professional intimately involved in its development, and that post-agreement, serious implementation problems develop in many phases of the relationship. For example, suppose that the Japanese company later claimed that they were not being sufficiently compensated. Perhaps you learned that the European partners intended to develop products of their own based on the research that Clorox commissioned. Consider the key elements of a response plan, anticipating contingencies that might alter the decision on what actions you take. The elements of your plan should include considerations related to culture, costs, competencies, compliance, and competitors.
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