Pressure continues to grow on organizations to achieve more with fewer resources. M&A s often fail to deliver value, so businesses are looking to partnering as a strategic solution, In this book, alliance authority Mark Darby argues that the perceived brand of a potential alliance partner is a key criterion for success. As pressure continues to build on organisations to achieve more with less, partnering offers tremendous promise as a strategic solution. However, up to 70% of such initiatives fail to meet their objectives. In this book, alliance expert Mark Darby argues that, in the age of…mehr
Pressure continues to grow on organizations to achieve more with fewer resources. M&A s often fail to deliver value, so businesses are looking to partnering as a strategic solution, In this book, alliance authority Mark Darby argues that the perceived brand of a potential alliance partner is a key criterion for success.As pressure continues to build on organisations to achieve more with less, partnering offers tremendous promise as a strategic solution. However, up to 70% of such initiatives fail to meet their objectives. In this book, alliance expert Mark Darby argues that, in the age of the extended enterprise, firms must display a positive reputation and hard results from their alliances in order to attract the best partners and stand out from the growing crowd of potential allies. Building on this, he introduces the Alliance Brand concept, explores its critical success factors, and shows in detail how to apply it in your organisation.
Darby's straightforward advice and comprehensive maps and tools will guide you on the journey to fulfilling the promise of partnering. The results are higher revenues and reduced alliance failure rates, along with lower costs and fewer risks. Alliance brands also have more satisfied staff and partners, and a transparent, audit-friendly process to satisfy increasing governance concerns. This leads to sustainable alliance success, and ultimately 'partner of choice' status in your chosen industries and markets.
That's a compelling return on investment. That's an Alliance Brand.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mark Darby is Founder & Principal of ALLIANTIST. ALLIANTIST is an alliance solutions provider that enables organisations to get measurable benefits from their partnering and alliance activity. ALLIANTIST helps clients generate a positive reputation and results from their alliance activity, creating real value from the way they work with internal colleagues, alliance partners, suppliers, distributors, customers, and even competitors. Prior to ALLIANTIST Mark led the UK extended enterprise consulting activity for Deloitte, and before that designed and built Reuters first UK and then global alliance programme. He was also instrumental at The Rank Group over eight years with its alliances, strategic sourcing and supplier relationship management activity. Having operated for nearly twenty years across the value chain as advisor, supplier, customer and partner in working with global and international organisations like HP, Deloitte, Reuters, Cisco, IBM, Siebel, Fujitsu, The Rank Group, BT, the UK Public Sector and many small and medium size enterprises, Mark is well placed to share his experience and make a real difference quickly. Mark also has an MBA from the University of Reading where he carried out extensive research on alliances. He is a Member of the Institute of Directors, a Fellow of the Chartered Institute of Management, a Member of the Chartered Institute of Marketing, a Member of the Chartered Institute of Purchasing & Supply as well as a Member of Association of Strategic Alliance Professionals (ASAP) and ex Board Director of the European branch of ASAP. Mark is also a regular speaker on alliances and has been published in a number of business journals.
Inhaltsangabe
FOREWORD BY JEFF ALEXANDER, SEEDA xiii ACKNOWLEDGEMENTS xv PREFACE xix PART I USING ALLIANCES TO CREATE VALUE 1 1 HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES 3 What is value 3 Understanding competitive advantage 6 2 UNDERSTANDING ALLIANCES 13 Alliance ambiguity 13 Defining alliances 14 What alliances are not 16 Assets are what you access 17 Alliances pervade the value chain 18 Alliances have differing values and importance 21 Partners come from various sources 24 Complex relationships 26 3 FORCES DRIVING FOR ALLIANCES 29 Customer demands and industry standards 30 Increasing pace of change with growth and cost pressures 31 Regulation and governance 33 Increasing M&A challenges 35 Capital, size, learning and competitive threat 36 4 WHAT WINNING ALLIANCES LOOK LIKE 39 Alliance spirit 39 Building trust 40 What an organisation that wins with alliances does for success 47 5 FORCES CHALLENGING ALLIANCE SUCCESS 53 Alliance failure rates 53 Other forces challenging success 60 6 ALLIANCE BRAND 67 Reputation in context 67 Brand in context 70 Alliance brand; a timely initiative 72 Examples of alliance brands 76 Getting results, reputation and alliance brand status 80 Does your organisation need an alliance brand? 82 PART I SUMMARY 85 PART II HAVING A CAPABILITY TO PARTNER 87 7 CLARITY ON STRATEGY AND DIRECTION 91 The importance of clarity on strategy and direction 92 Pitfalls to avoid 96 Achieving clarity on strategy and direction 98 How to ensure the strategy and direction create value 100 8 CLARITY ON CORE COMPETENCES 105 The importance of clarity on core competences 106 Defining core competences 107 Effective internal analysis 110 The challenges of internal analysis 121 What happens next 122 9 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES 125 Alliances are only one option 125 Strengths and weaknesses of other options 126 Bringing it together in a coherent framework 129 10 ATTRACTIVENESS OF ASSETS 135 Using assets effectively 135 Leveraging assets 140 Identifying assets 140 Assessing values 142 Conducting asset risk assessments 144 Setting the framework for use and monitoring its effectiveness 146 11 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY 149 Collaborative cultures 149 Factors affecting collaboration 152 12 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS 177 View increasing legislation as opportunity not threat 178 Dealing effectively with complex relationships 183 Managing reciprocity 191 13 EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE 193 Ability to segment, measure and manage overall portfolio performance 194 Programme fit and importance within the firm 204 Resources focused on alliance activity 208 Ease of doing and not doing business with other parties 223 Proposition attractiveness 227 Ability to select the right partners and relationships 232 Ability to deliver on alliance commitments 234 Ability to develop, protect and share knowledge 239 PART II SUMMARY 243 PART III WINNING WITH ALLIANCES 245 14 PHASE 1: PRE-ALLIANCE 249 Context 249 Phase 1 aims 250 Output A: forces pushing for the alliance 250 Output B: alliance as the right choice 252 Output C: headline benefits 253 Output D: headline risks 253 Output E: sponsor identified and stakeholders on board 254 Output F: support resources and costs 257 Progress to Phase 2 257 Pitfalls to avoid 258 Summary of tools needed for Phase 1 258 15 PHASE 2: PRE-PARTNER 261 Context 261 Phase 2 aims 262 Output A: alliance team alignment 262 Output B: attractive value proposition for the participants 266 Output C: organisation readiness 275 Output D: ideal partner characteristics 278 Output E: engagement plan and partner selection 283 Output F: stakeholder and risk management 288 Progress to Phase 3 288 Pitfalls to avoid 288 Summary of tools needed for Phase 2 290 16 PHASE 3: WITH-PARTNER PLANNING 293 Context 293 Phase 3 aims 294 Output A: compelling value proposition and targets aligned 294 Output B: complete mutual due diligence 299 Output C: effective relationship architecture designed 300 Progress to Phase 4 314 Pitfalls to avoid 314 Summary of tools needed for Phase 3 316 17 PHASE 4: ALLIANCE LAUNCH 317 Context 317 Phase 4 aims 318 Output A: project and change management 319 Output B: announcing the alliance 321 Progress to Phase 5 322 Pitfalls to avoid 322 Summary of tools needed for Phase 4 323 18 PHASE 5: WITH-PARTNER DELIVERY 325 Context 325 Phase 5 aims 326 Outputs A and B: results and relationships 326 Progress to Phase 6 332 Pitfalls to avoid 332 Summary of tools needed for Phase 5 333 19 PHASE 6: ALLIANCE REVIEWS 335 Context 335 Phase 6 aims 336 Output A: objective assessment 336 Output B: actions and next steps 341 Progress 342 Pitfalls to avoid 343 Summary of tools needed for Phase 6 343 20 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES 345 Getting started 346 Standing out from the crowd 349 ALLIANTIST services 350 Concluding remarks 351 APPENDIX ALLIANCE BRAND QUICK TEST 353 REFERENCES 357 INDEX 363
FOREWORD BY JEFF ALEXANDER, SEEDA xiii ACKNOWLEDGEMENTS xv PREFACE xix PART I USING ALLIANCES TO CREATE VALUE 1 1 HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES 3 What is value 3 Understanding competitive advantage 6 2 UNDERSTANDING ALLIANCES 13 Alliance ambiguity 13 Defining alliances 14 What alliances are not 16 Assets are what you access 17 Alliances pervade the value chain 18 Alliances have differing values and importance 21 Partners come from various sources 24 Complex relationships 26 3 FORCES DRIVING FOR ALLIANCES 29 Customer demands and industry standards 30 Increasing pace of change with growth and cost pressures 31 Regulation and governance 33 Increasing M&A challenges 35 Capital, size, learning and competitive threat 36 4 WHAT WINNING ALLIANCES LOOK LIKE 39 Alliance spirit 39 Building trust 40 What an organisation that wins with alliances does for success 47 5 FORCES CHALLENGING ALLIANCE SUCCESS 53 Alliance failure rates 53 Other forces challenging success 60 6 ALLIANCE BRAND 67 Reputation in context 67 Brand in context 70 Alliance brand; a timely initiative 72 Examples of alliance brands 76 Getting results, reputation and alliance brand status 80 Does your organisation need an alliance brand? 82 PART I SUMMARY 85 PART II HAVING A CAPABILITY TO PARTNER 87 7 CLARITY ON STRATEGY AND DIRECTION 91 The importance of clarity on strategy and direction 92 Pitfalls to avoid 96 Achieving clarity on strategy and direction 98 How to ensure the strategy and direction create value 100 8 CLARITY ON CORE COMPETENCES 105 The importance of clarity on core competences 106 Defining core competences 107 Effective internal analysis 110 The challenges of internal analysis 121 What happens next 122 9 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES 125 Alliances are only one option 125 Strengths and weaknesses of other options 126 Bringing it together in a coherent framework 129 10 ATTRACTIVENESS OF ASSETS 135 Using assets effectively 135 Leveraging assets 140 Identifying assets 140 Assessing values 142 Conducting asset risk assessments 144 Setting the framework for use and monitoring its effectiveness 146 11 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY 149 Collaborative cultures 149 Factors affecting collaboration 152 12 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS 177 View increasing legislation as opportunity not threat 178 Dealing effectively with complex relationships 183 Managing reciprocity 191 13 EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE 193 Ability to segment, measure and manage overall portfolio performance 194 Programme fit and importance within the firm 204 Resources focused on alliance activity 208 Ease of doing and not doing business with other parties 223 Proposition attractiveness 227 Ability to select the right partners and relationships 232 Ability to deliver on alliance commitments 234 Ability to develop, protect and share knowledge 239 PART II SUMMARY 243 PART III WINNING WITH ALLIANCES 245 14 PHASE 1: PRE-ALLIANCE 249 Context 249 Phase 1 aims 250 Output A: forces pushing for the alliance 250 Output B: alliance as the right choice 252 Output C: headline benefits 253 Output D: headline risks 253 Output E: sponsor identified and stakeholders on board 254 Output F: support resources and costs 257 Progress to Phase 2 257 Pitfalls to avoid 258 Summary of tools needed for Phase 1 258 15 PHASE 2: PRE-PARTNER 261 Context 261 Phase 2 aims 262 Output A: alliance team alignment 262 Output B: attractive value proposition for the participants 266 Output C: organisation readiness 275 Output D: ideal partner characteristics 278 Output E: engagement plan and partner selection 283 Output F: stakeholder and risk management 288 Progress to Phase 3 288 Pitfalls to avoid 288 Summary of tools needed for Phase 2 290 16 PHASE 3: WITH-PARTNER PLANNING 293 Context 293 Phase 3 aims 294 Output A: compelling value proposition and targets aligned 294 Output B: complete mutual due diligence 299 Output C: effective relationship architecture designed 300 Progress to Phase 4 314 Pitfalls to avoid 314 Summary of tools needed for Phase 3 316 17 PHASE 4: ALLIANCE LAUNCH 317 Context 317 Phase 4 aims 318 Output A: project and change management 319 Output B: announcing the alliance 321 Progress to Phase 5 322 Pitfalls to avoid 322 Summary of tools needed for Phase 4 323 18 PHASE 5: WITH-PARTNER DELIVERY 325 Context 325 Phase 5 aims 326 Outputs A and B: results and relationships 326 Progress to Phase 6 332 Pitfalls to avoid 332 Summary of tools needed for Phase 5 333 19 PHASE 6: ALLIANCE REVIEWS 335 Context 335 Phase 6 aims 336 Output A: objective assessment 336 Output B: actions and next steps 341 Progress 342 Pitfalls to avoid 343 Summary of tools needed for Phase 6 343 20 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES 345 Getting started 346 Standing out from the crowd 349 ALLIANTIST services 350 Concluding remarks 351 APPENDIX ALLIANCE BRAND QUICK TEST 353 REFERENCES 357 INDEX 363
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