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Over the last ten years there has been a concerted push to place supply and demand in enterprise training more firmly in the market place. Companies and providers have been encouraged to pursue client-provider relationships to meet their individual and mutual self-interests. What has been the outcome of this strategy for the client? Are there 'balanced partnerships' operating between clients and providers? The broad aim of the work outlined in this report was to map a range of relationships between providers and clients to understand issues that underlie some positive and negative examples of enterprise-based training. It is an analytical rather than statistical exercise to deconstruct examples of success, failure and points between and identify factors that providers and clients view as important in those situations.