Strategic alliances are complex business models to get right, and with less than 11% of alliances delivering the anticipated results this advice on developing the skills of alliancing and the long-term capability of the business will be welcomed. The Strategic Alliance Handbook is a clear and complete guide to the nuts and bolts of the process behind successful collaborations. The book enables readers to understand the commercial, technical, strategic, cultural and operational logic behind any alliance and to establish an approach that is appropriate for the kind of alliance they are seeking and the partner organization(s) with whom they are working.…mehr
Strategic alliances are complex business models to get right, and with less than 11% of alliances delivering the anticipated results this advice on developing the skills of alliancing and the long-term capability of the business will be welcomed. The Strategic Alliance Handbook is a clear and complete guide to the nuts and bolts of the process behind successful collaborations. The book enables readers to understand the commercial, technical, strategic, cultural and operational logic behind any alliance and to establish an approach that is appropriate for the kind of alliance they are seeking and the partner organization(s) with whom they are working.
Mike Nevin is the founder and first chairman of ASAP Europe, The Association of Strategic Alliance Professionals. He now runs his own consultancy firm, Alliance Best Practice Ltd (www.alliancebestpractice.com). This is a research and benchmarking consultancy specialising in collaborative business-to-business relationships (alliances and partnerships). The consultancy uses proven methodologies and tools (alliance best practices) to help clients initiate and manage alliances. It also maintains a database of over 200,000 observations of alliance best practice in action. The company has worked with over 300 alliance leading companies including; IBM, Microsoft, SAP, Oracle, Capgemini, Accenture, Logica, Tieto, BT, O2, Rolls Royce, GSK, AstraZeneca, DuPont and BASF.
Inhaltsangabe
Contents: Foreword Preface: how it all began. Part I Emerging Alliance Best Practice: Alliance success factors Common challenges. Part II Alliance Analysis: Benchmarking alliance relationships Organisational alliance maturity Alliance optimisation Creating a new strategic alliance. Part III Common Success Factors: The commercial dimension The technical dimension The strategic dimension The cultural dimension The operational dimension. Part IV Special Strategic Alliances: Co-opetition: sleeping with the enemy Insource/outsource/smartsource. Part V Developing Alliance Capability: Partnering with SMEs Developing alliance programmes Alliance standards and schemes The strategic alliance professional Collaboration: the future. Appendices Index.
Contents: Foreword Preface: how it all began. Part I Emerging Alliance Best Practice: Alliance success factors Common challenges. Part II Alliance Analysis: Benchmarking alliance relationships Organisational alliance maturity Alliance optimisation Creating a new strategic alliance. Part III Common Success Factors: The commercial dimension The technical dimension The strategic dimension The cultural dimension The operational dimension. Part IV Special Strategic Alliances: Co-opetition: sleeping with the enemy Insource/outsource/smartsource. Part V Developing Alliance Capability: Partnering with SMEs Developing alliance programmes Alliance standards and schemes The strategic alliance professional Collaboration: the future. Appendices Index.
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