2 Party eRAD (Our Team, Their Team)

The most effective results are achieved when both Parties, A and B complete the eRAD separately as two 1 Party eRADs and the results analysed jointly as a 2 Party eRAD with a separate report being generated. There is a particularly effective crosscheck with the eRAD. In regard to the three questions listed below, your question 1 is the other party's question 2. Your question 2 is the other party’s question 1.

  1. What is 'our' current approach to the relationship?
  2. What is our perception of 'their' current approach to the relationship i.e. the other party in the relationship?
  3. What is 'our' desired future state for the relationship?

Through this 2 Party eRAD approach there is a natural crosscheck of information, perceptions and ideas. Experience indicates that this joint approach encourages greater openness and faster, more sustainable improvement in relationship development.

Just Me

Option 3: 2 Party eRAD
(Our Team, Their Team)

Respondent - receives an invite from the sponsor, completes and receives their individual eRAD report.

Sponsor – invites respondents and pays for eRADs can access individual and combined results.

Sample Report

Download a Sample 2 Party eRAD report.

Analysis Demonstration

The 2 Party eRAD allows the sponsor to further analyse the relationship by isolating or combining different responses. The tool below is a demonstration of the capabilities available.

Customer Respondents (Party A)

SelectIDClient NameStatusCompleted On
234David SkypeCompleted15/06/2010
235John SmithCompleted15/06/2010
236Ann JonesCompleted15/06/2010
260Craig StoneCompleted29/06/2010

Supplier Respondents (Party B)

IDClient NameStatusCompleted OnSelect
237Brian JamesCompleted15/06/2010
238Julie DavisCompleted15/06/2010
239Ian WilsonCompleted15/06/2010
261Susan Lees Completed29/06/2010

2 Party eRAD Matrix

Best of the best. Top of 1st division. Virtually one off unique, rarity if at all. As good as it gets in terms of performance. The ultimate goal for any relationship type. Often more of a target than a reality. Almost beyond measurement. The ultimate in competitive advantage. These performance results set the benchmarks for others to follow. Top class. First class. First Division. Best in class &/or World Class performance/results and you can prove it as benchmarked against appropriate Key Performance Indicators (KPI’s). The relationship is used as benchmark, role model, centre of excellence. Relationship has a positive ripple effect on others. Self sustaining momentum. Significant competitive advantage and/or profitable growth gained. The target for world class relationships. May need to focus on improving relationship type or resetting the performance bar. Knock your socks off, 'stand out', 'best in class' performance/results. Delighted with the current performance/outcomes against expectations /requirements. Benchmarked (internal &/or external) competitive and sustainable results. Would be a very acceptable goal for most relationships. Wow! Great! Excellent! Results hard and soft. Sustainable competitive advantage and/or profitable growth gained. Room for improvement only if appropriate. Often better than expected results achieved against expectations & requirements. Satisfied. A good solid result against expectations/requirements ideally with opportunities for improvement. Conformance to requirements based on stretch targets. First point of real acceptability on the results scale. Profitable and/or differentiated results opposite the competition achieved. Average, baseline result against requirements / expectations. The midpoint. Business as usual. Nothing special. Not happy but not unhappy with the results, little or no excitement involved. Often a position of change. A 'Just OK or barely OK' result against expectations/requirements. No pleasant surprises! The minimum expected results/outcomes. Unlikely to deliver profitable growth or sustainable competitive advantage. At or little better than a breakeven result. This is mediocrity. Ordinary and most times unacceptable results as determined against an agreed average benchmark(s) or target(s). A point of concern or still maybe early days with improvements to come. Either way the relationship is yet to deliver acceptable results. Results are delivering low service levels, product quality, profitability and/or growth, or are below breakeven point, budget and/or forecast. Relationship performance is well below expectations i.e. miserable. This could be a function of early days of the relationship, few results yet achieved, unprofitable and/or uncompetitive performance levels against forecast or non-forecast expectations/requirements. The relationship is just started or almost finished, on the verge of collapse. Either way it cannot continue for long at these performance levels. Significant change is required for improvement or an exit strategy needs to be developed or implemented. The relationship cannot be sustained at current performance levels opposite the expectations or requirements. This may be a function of internal and external factors.

Customer eRAD Matrix

Best of the best. Top of 1st division. Virtually one off unique, rarity if at all. As good as it gets in terms of performance. The ultimate goal for any relationship type. Often more of a target than a reality. Almost beyond measurement. The ultimate in competitive advantage. These performance results set the benchmarks for others to follow. Top class. First class. First Division. Best in class &/or World Class performance/results and you can prove it as benchmarked against appropriate Key Performance Indicators (KPI’s). The relationship is used as benchmark, role model, centre of excellence. Relationship has a positive ripple effect on others. Self sustaining momentum. Significant competitive advantage and/or profitable growth gained. The target for world class relationships. May need to focus on improving relationship type or resetting the performance bar. Knock your socks off, 'stand out', 'best in class' performance/results. Delighted with the current performance/outcomes against expectations /requirements. Benchmarked (internal &/or external) competitive and sustainable results. Would be a very acceptable goal for most relationships. Wow! Great! Excellent! Results hard and soft. Sustainable competitive advantage and/or profitable growth gained. Room for improvement only if appropriate. Often better than expected results achieved against expectations & requirements. Satisfied. A good solid result against expectations/requirements ideally with opportunities for improvement. Conformance to requirements based on stretch targets. First point of real acceptability on the results scale. Profitable and/or differentiated results opposite the competition achieved. Average, baseline result against requirements / expectations. The midpoint. Business as usual. Nothing special. Not happy but not unhappy with the results, little or no excitement involved. Often a position of change. A 'Just OK or barely OK' result against expectations/requirements. No pleasant surprises! The minimum expected results/outcomes. Unlikely to deliver profitable growth or sustainable competitive advantage. At or little better than a breakeven result. This is mediocrity. Ordinary and most times unacceptable results as determined against an agreed average benchmark(s) or target(s). A point of concern or still maybe early days with improvements to come. Either way the relationship is yet to deliver acceptable results. Results are delivering low service levels, product quality, profitability and/or growth, or are below breakeven point, budget and/or forecast. Relationship performance is well below expectations i.e. miserable. This could be a function of early days of the relationship, few results yet achieved, unprofitable and/or uncompetitive performance levels against forecast or non-forecast expectations/requirements. The relationship is just started or almost finished, on the verge of collapse. Either way it cannot continue for long at these performance levels. Significant change is required for improvement or an exit strategy needs to be developed or implemented. The relationship cannot be sustained at current performance levels opposite the expectations or requirements. This may be a function of internal and external factors.

Customer eRAD Components

Best of the best. Top of 1st division. Virtually one off unique, rarity if at all. As good as it gets in terms of performance. The ultimate goal for any relationship type. Often more of a target than a reality. Almost beyond measurement. The ultimate in competitive advantage. These performance results set the benchmarks for others to follow. Top class. First class. First Division. Best in class &/or World Class performance/results and you can prove it as benchmarked against appropriate Key Performance Indicators (KPI’s). The relationship is used as benchmark, role model, centre of excellence. Relationship has a positive ripple effect on others. Self sustaining momentum. Significant competitive advantage and/or profitable growth gained. The target for world class relationships. May need to focus on improving relationship type or resetting the performance bar. Knock your socks off, 'stand out', 'best in class' performance/results. Delighted with the current performance/outcomes against expectations /requirements. Benchmarked (internal &/or external) competitive and sustainable results. Would be a very acceptable goal for most relationships. Wow! Great! Excellent! Results hard and soft. Sustainable competitive advantage and/or profitable growth gained. Room for improvement only if appropriate. Often better than expected results achieved against expectations & requirements. Satisfied. A good solid result against expectations/requirements ideally with opportunities for improvement. Conformance to requirements based on stretch targets. First point of real acceptability on the results scale. Profitable and/or differentiated results opposite the competition achieved. Average, baseline result against requirements / expectations. The midpoint. Business as usual. Nothing special. Not happy but not unhappy with the results, little or no excitement involved. Often a position of change. A 'Just OK or barely OK' result against expectations/requirements. No pleasant surprises! The minimum expected results/outcomes. Unlikely to deliver profitable growth or sustainable competitive advantage. At or little better than a breakeven result. This is mediocrity. Ordinary and most times unacceptable results as determined against an agreed average benchmark(s) or target(s). A point of concern or still maybe early days with improvements to come. Either way the relationship is yet to deliver acceptable results. Results are delivering low service levels, product quality, profitability and/or growth, or are below breakeven point, budget and/or forecast. Relationship performance is well below expectations i.e. miserable. This could be a function of early days of the relationship, few results yet achieved, unprofitable and/or uncompetitive performance levels against forecast or non-forecast expectations/requirements. The relationship is just started or almost finished, on the verge of collapse. Either way it cannot continue for long at these performance levels. Significant change is required for improvement or an exit strategy needs to be developed or implemented. The relationship cannot be sustained at current performance levels opposite the expectations or requirements. This may be a function of internal and external factors. Craig Stone Ann Jones John Smith David Skype Craig Stone Ann Jones John Smith David Skype


Supplier eRAD Matrix

Best of the best. Top of 1st division. Virtually one off unique, rarity if at all. As good as it gets in terms of performance. The ultimate goal for any relationship type. Often more of a target than a reality. Almost beyond measurement. The ultimate in competitive advantage. These performance results set the benchmarks for others to follow. Top class. First class. First Division. Best in class &/or World Class performance/results and you can prove it as benchmarked against appropriate Key Performance Indicators (KPI’s). The relationship is used as benchmark, role model, centre of excellence. Relationship has a positive ripple effect on others. Self sustaining momentum. Significant competitive advantage and/or profitable growth gained. The target for world class relationships. May need to focus on improving relationship type or resetting the performance bar. Knock your socks off, 'stand out', 'best in class' performance/results. Delighted with the current performance/outcomes against expectations /requirements. Benchmarked (internal &/or external) competitive and sustainable results. Would be a very acceptable goal for most relationships. Wow! Great! Excellent! Results hard and soft. Sustainable competitive advantage and/or profitable growth gained. Room for improvement only if appropriate. Often better than expected results achieved against expectations & requirements. Satisfied. A good solid result against expectations/requirements ideally with opportunities for improvement. Conformance to requirements based on stretch targets. First point of real acceptability on the results scale. Profitable and/or differentiated results opposite the competition achieved. Average, baseline result against requirements / expectations. The midpoint. Business as usual. Nothing special. Not happy but not unhappy with the results, little or no excitement involved. Often a position of change. A 'Just OK or barely OK' result against expectations/requirements. No pleasant surprises! The minimum expected results/outcomes. Unlikely to deliver profitable growth or sustainable competitive advantage. At or little better than a breakeven result. This is mediocrity. Ordinary and most times unacceptable results as determined against an agreed average benchmark(s) or target(s). A point of concern or still maybe early days with improvements to come. Either way the relationship is yet to deliver acceptable results. Results are delivering low service levels, product quality, profitability and/or growth, or are below breakeven point, budget and/or forecast. Relationship performance is well below expectations i.e. miserable. This could be a function of early days of the relationship, few results yet achieved, unprofitable and/or uncompetitive performance levels against forecast or non-forecast expectations/requirements. The relationship is just started or almost finished, on the verge of collapse. Either way it cannot continue for long at these performance levels. Significant change is required for improvement or an exit strategy needs to be developed or implemented. The relationship cannot be sustained at current performance levels opposite the expectations or requirements. This may be a function of internal and external factors.

Supplier eRAD Components

Best of the best. Top of 1st division. Virtually one off unique, rarity if at all. As good as it gets in terms of performance. The ultimate goal for any relationship type. Often more of a target than a reality. Almost beyond measurement. The ultimate in competitive advantage. These performance results set the benchmarks for others to follow. Top class. First class. First Division. Best in class &/or World Class performance/results and you can prove it as benchmarked against appropriate Key Performance Indicators (KPI’s). The relationship is used as benchmark, role model, centre of excellence. Relationship has a positive ripple effect on others. Self sustaining momentum. Significant competitive advantage and/or profitable growth gained. The target for world class relationships. May need to focus on improving relationship type or resetting the performance bar. Knock your socks off, 'stand out', 'best in class' performance/results. Delighted with the current performance/outcomes against expectations /requirements. Benchmarked (internal &/or external) competitive and sustainable results. Would be a very acceptable goal for most relationships. Wow! Great! Excellent! Results hard and soft. Sustainable competitive advantage and/or profitable growth gained. Room for improvement only if appropriate. Often better than expected results achieved against expectations & requirements. Satisfied. A good solid result against expectations/requirements ideally with opportunities for improvement. Conformance to requirements based on stretch targets. First point of real acceptability on the results scale. Profitable and/or differentiated results opposite the competition achieved. Average, baseline result against requirements / expectations. The midpoint. Business as usual. Nothing special. Not happy but not unhappy with the results, little or no excitement involved. Often a position of change. A 'Just OK or barely OK' result against expectations/requirements. No pleasant surprises! The minimum expected results/outcomes. Unlikely to deliver profitable growth or sustainable competitive advantage. At or little better than a breakeven result. This is mediocrity. Ordinary and most times unacceptable results as determined against an agreed average benchmark(s) or target(s). A point of concern or still maybe early days with improvements to come. Either way the relationship is yet to deliver acceptable results. Results are delivering low service levels, product quality, profitability and/or growth, or are below breakeven point, budget and/or forecast. Relationship performance is well below expectations i.e. miserable. This could be a function of early days of the relationship, few results yet achieved, unprofitable and/or uncompetitive performance levels against forecast or non-forecast expectations/requirements. The relationship is just started or almost finished, on the verge of collapse. Either way it cannot continue for long at these performance levels. Significant change is required for improvement or an exit strategy needs to be developed or implemented. The relationship cannot be sustained at current performance levels opposite the expectations or requirements. This may be a function of internal and external factors. Susan Lees Ian Wilson Julie Davis Brian James Susan Lees Ian Wilson Julie Davis Brian James