What makes some client-agency relationships healthier than others? We invited them to share their feelings. A key decision for the design of principal–agent agreements is how much control PDF download for Authority Relinquishment in Agency Relationships, Article. Executives who know how to set up and manage agency relationships are best positioned to improve their marketing ROI. Article - February
Beneficiaries of the fund are identified by local authorities. An assessment of the equity fund policy outcomes indicated that while the exemption system was well targeted, with the mean socio-economic status of equity fund beneficiaries lower than that of non-beneficiaries, both leakage and under-coverage occurred under the scheme and there was failure to protect the majority of those in need from financial burden when accessing health care [ 7 ].
This study examines the policy design and the implementation process for the equity fund in Madagascar in an attempt to explore factors influencing the poor equity outcomes of the equity fund. Methods Study framework The process of policy development and execution has four elements: This process is not necessarily linear [ 9 ].
This paper takes the empirical finding that the equity fund in Madagascar failed to protect the poor from the financial costs of illness a policy evaluation [ 7 ] as its starting point and seeks explanations in terms of how the policy was designed and implemented.
The policy design was derived from the formal policy guidelines, and its implementation from how the formal guidelines were executed in practice. The study uses an agency framework to investigate the policy design and implementation process for the equity fund from the organisational and institutional perspectives.
Specifically, the study examines: An agency relationship is one in which a person the agent acts on behalf of another the principal. If both parties in the relationship are utility maximisers, the principal and agent can have divergent objectives and, consequently, the agent may not always act in the best interests of the principal.
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Incentive structures are shaped by five central elements: These elements are used to affect institutional and organisational solutions to principal-agent problems [ 11 ].
In this study, these five elements were applied to analyse the institutional arrangements reflected in the policy design and determine how the arrangements were shaped during the operation of the equity funds at health centres in Madagascar. Three equity funds were selected for in-depth analysis based on the following criteria: Study settings Field data collection was conducted in the Boeny region, in north-western Madagascar, in the period between November and October The region includes six health districts and a population of approximatelypeople [ 13 ].
Case Studies 1 and 2 operate under the same district health administration jurisdiction while Case Study 3 operates under a separate administration.
Case Study 1 is located in an urban setting. Although in an urban commune, the location of Case Study 2 demonstrates both urban and rural socio-economic characteristics and is regarded as a suburban setting. The location of Case Study 3 is considered rural. Data collection Data were collected through individual interviews, focus group discussions, structured observation and document review.
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A total of 35 individual interviews were undertaken with local health administrators, health service providers, local government authorities and equity fund managers. The interviews were undertaken in Malagasy by a locally-trained interviewer.
A list of semi-structured questions developed for the interviews covered a range of issues relating to the equity fund implementation. Each focus group consisted of seven to eight participants, selected from different geographical areas within each case study district and with consideration of gender and age balance. The focus group discussions were facilitated in Malagasy by a locally-trained facilitator with relevant expertise.
A list of discussion topics was prepared to explore how people were informed of, became involved in, and perceived FANOME and the equity fund. Both the semi-structured interview guide and the focus group discussions topics were prepared in English and translated into Malagasy. To assure translation quality, the translated data collection tools were independently back-translated.
Both interviews and focus group discussions were tape-recorded with participant consent. The observation monitored how patients, both equity fund beneficiaries and non-beneficiaries, were received by the medical doctor, validated for equity fund status and provided with prescriptions in the consultation room, and the process by which patients were received, validated for equity fund status and provided with medicine at PhaGeCom.
In addition, issues relating to equity fund management at PhaGeCom were also examined, including: For each equity fund case, observation occurred over a one-month period. A midwife was recruited to conduct consultation room observations and a local Non Governmental Organisation NGO staff member was employed to conduct observations at PhaGeCom. Both attended the health centre on a daily basis and conducted the observations using a checklist.
So on this occasion, we wanted to hear from the blissfully wed in Asia-Pacific about what makes for a great relationship. But since Samsung owns Cheil, we're not sure whether it really counts as a partnership, but Cheil has built other long-lasting relationships, including Korean coffee and tea maker Dongsuh Foods, a client from day one, more than 40 years strong. Frequently meeting the client and having conversations even when it is not exactly related to work is important.
This rebelliousness and drive have never left us and neither have Nike. Together we have created some of the most epic and awarded campaigns in advertising…" Awww. Here are his tips: The most important being do you really care for their business?
Do you genuinely share their highs and lows? Are you available for them when they really need you? Nothing can be more reassuring to a client than having a business partner who deeply cares about their business At the core the client and agency need to be like-minded.
Difference in culture can be a source of constant friction. While a shared culture can act as a lubricant ensuring a smooth working relationship…. Finally success is the biggest glue in any relationship. Every client wants a business partner who helps them win. There will be ups and downs but overall we need to win more than lose for the client. Which requires building a team in the agency that is passionate about the clients business.
Passion for the clients business has to pass like an electric charge through the baton at every transition. Mindshare Greater China and Johnnie Walker Then there are those who are very much in love with a brand, but have yet to consummate that love in a client relationship, like these folks: It has been going on for years, and to be frank… it's pretty serious.