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Q1. When is alliance
strategic right?
Q2.How do you make a
strategic alliance fit?
Q3. What about the
management and the
f...
 In order for the strategic alliance to be successful and to fulfill
its stated purpose, it must be well managed by a man...
#1. Having clear purposes,
objectives, metrics, and
governing structure.
#2. Having a written entrance
strategy.
#3. Havin...
#5. Knowing your
enterprise economics and
finance.
#6. Knowing ”the turf” .
#7. Never compromising
your ethics.
#8 Knowing...
#9. Managing risk by
managing compliance.
#10. Staying actively
engaged in the operations
of the alliance.
#11. Using ADR ...
Don’t
Quit
Before
You
Start!
Ronald W. Brown, Esq., MBA
Personal values are important.
Your personal values and
business values should be
congruent, not in conflict.
Ronald W. Br...
Don’t try to solve
everything by yourself.
Ronald W. Brown, Esq., MBA
Even Superheroes have sidekicks.
Every morning in Africa, a gazelle wakes up. It knows it must run faster than
the fastest lion or it will be killed. Every...
 Know what’s going
on where ever your
strategic alliance or
joint venture is
located.
Ronald W. Brown, Esq., MBA
“You are...
A strategic alliance entails
faith, planning, and
execution.
Notwithstanding, your
strategic alliance may fail.
Face the f...
Rwb October 27 Part Ii What Every Business Executive Needs To Know About Strategic Alliances
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Rwb October 27 Part Ii What Every Business Executive Needs To Know About Strategic Alliances

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Rwb October 27 Part Ii What Every Business Executive Needs To Know About Strategic Alliances

  1. 1. Q1. When is alliance strategic right? Q2.How do you make a strategic alliance fit? Q3. What about the management and the finances? Ronald W. Brown, Esq., MBA
  2. 2.  In order for the strategic alliance to be successful and to fulfill its stated purpose, it must be well managed by a manager. Here is an excellent definition of management: “the effective, efficient, correct, and timely use of another person’s property and resources for the purpose for which they were delegated with a view to producing the expected added value.” Given that definition, managing well, may be easier said than done depending on factors such as the geographic location of the alliance, its intended purpose, scope, and duration.  The shortest and best definition of a manager that I ever heard was given by Harold S. Geneen., when he said a “manager turns in the performance.” Ronald W. Brown, Esq., MBA
  3. 3. #1. Having clear purposes, objectives, metrics, and governing structure. #2. Having a written entrance strategy. #3. Having a written exit strategy. #4. Building and managing “relationship capital.” Ronald W. Brown, Esq., MBA
  4. 4. #5. Knowing your enterprise economics and finance. #6. Knowing ”the turf” . #7. Never compromising your ethics. #8 Knowing what you will consider success and failure. Ronald W. Brown, Esq., MBA
  5. 5. #9. Managing risk by managing compliance. #10. Staying actively engaged in the operations of the alliance. #11. Using ADR to resolve disputes #12. Engaging legal counsel Ronald W. Brown, Esq., MBA
  6. 6. Don’t Quit Before You Start! Ronald W. Brown, Esq., MBA
  7. 7. Personal values are important. Your personal values and business values should be congruent, not in conflict. Ronald W. Brown, Esq., MBA For example, if honesty and integrity are important personal values you should not compromise those personal values in business. To illustrate, if you are discussing a strategic business alliance with someone abroad who tells you that in order to do business together in that country it is expected and required to pay bribes because “everyone pays bribes here”, you should terminate the discussion
  8. 8. Don’t try to solve everything by yourself. Ronald W. Brown, Esq., MBA Even Superheroes have sidekicks.
  9. 9. Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle. When the sun comes up, whether in Africa, or in a strategic alliance, you better be running. “To everything there is a time. To everything there is a season. There is a time to start, and a time to stop. But in between those times, keep moving. Ronald W. Brown, Esq., MBA
  10. 10.  Know what’s going on where ever your strategic alliance or joint venture is located. Ronald W. Brown, Esq., MBA “You are not in Kansas any more. You are on Pandora.”
  11. 11. A strategic alliance entails faith, planning, and execution. Notwithstanding, your strategic alliance may fail. Face the fear of failure, but have the courage to step out of your boat into deeper waters, while never forgetting what it takes to be a water-walker. Ronald W. Brown, Esq., MBA

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