For companies across several industries, product development and commercialization are risky endeavors. Companies often employ commercial agreements with unaffiliated partners to combine useful skillsets or to contribute specific expertise to bolster a product’s chances of success. Does the failure of a product at the development or commercialisation stage mean there was a flaw in the strategic conception or execution by one or more parties? Or is it simply the rough-and-tumble of the marketplace?
In Financier Worldwide’s “Managing & Resolving Commercial Disputes” 2020 e-book, Peter Rankin discusses the often-contentious endeavor of differentiating between bad luck and poor performance.