the science of alliance november 2013. expectations make it easier to engage with customers in a...
TRANSCRIPT
The Science of Alliance
November 2013
Expectations
Make it easier to engage with customers in a more co-ordinated way
Move up the value chain Handle the issue of ‘co-opetition’ Help us work more closely together Improve joint planning Capitalise on understanding each other better
The Science of Alliance
Agenda for this Meeting
Thought-starter on making partner or alliance arrangements work
Look at the human dimensions Understand the impact of behavioural style Interpret aspects of my own style Undertake some joint planning with references to styles
The Science of Alliance
The Science of Alliance
The race for the world
The race for the future
“No one can go it alone”
Hamel & Doz
The Science of Alliance
The Business Drivers Behind Alliances
To build critical mass and capability in chosen markets without adding resources
To differentiate through process, not product innovation
To lock in customers and co-suppliers and lock out competition
The Science of Alliance
The Business Drivers Behind Alliances
To piggyback distribution and market intelligence
To leverage their customer base and stretch their brands
To gain relatively low-cost, low-risk entry to new markets
To meet expectations of stakeholders
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Common Issues in Alliances
Transparency
Unequal partners and their shifting commercial value
Changing or unclear business objectives
Turnover of key players in the relationship
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More Common Issues in Alliances
Unrealistic expectations
Culture- or values-driven antipathy
Communication/conflict/escalation systems
Confusion about strategy and inter-dependence
The Science of Alliance
Contact Details
Contact details Peter Grundy
Managing Director the Partnership
01634 846992 07956 667233 [email protected]
The Science of Alliance