Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Buy Build or Partner: Choosing the right inovation StrategyEgress Solutions
Innovating a product is one of the most difficult things product managers face. Knowing how to innovate can make that even more difficult. Do you buy? Do you build it? Or do you Partner?
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Buy Build or Partner: Choosing the right inovation StrategyEgress Solutions
Innovating a product is one of the most difficult things product managers face. Knowing how to innovate can make that even more difficult. Do you buy? Do you build it? Or do you Partner?
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Keynote presentation by Joe Deklic, VP Strategic Investments, Cisco Canada at the Association of Strategic Alliance Professionals (ASAP) Toronto chapter event "Build, Buy or Ally: Partnership Models for Enterprise Growth" on November 12, 2010
Introducing Go To Market Strategy for B2B StartupsHugh MASON
An overview of Go To Market Strategy for Startups that sell to other businesses, covering:
• Definitions of Go To Market Strategy
• Getting to What Market?
• Why and How Businesses Buy
• Turning Strategy into Action
This session continues a dialogue that aims to bridge the gap between technologists and marketers: please comment and connect with us to help us understand how we can take this important conversation to the next level. Video: https://youtu.be/hc3dvD1AMt0
Personalized HCP Marketing: How to Create More Impactful Brand ExperiencesMerkle
At this year's ePharma 2015 Conference, Croom Lawrence, Senior Director, Digital, Merkle Health, shared the importance of personalization for healthcare consumers and physicians. In his presentation, Croom discussed how an Addressable Customer Experience strategy can create more impactful brand experiences.
Durch einen integrierten Einsatz der Managementdisziplinen Prozess-, Projekt- und Produktmanagement im Unternehmen können erhebliche Synergiepotenziale entstehen. Moderne Hochleistungsorganisationen haben dies erkannt und gestalten Managementsysteme rund um die Themen Prozesse, Projekte und Produkte.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
The demands on a marketing organization
are rapidly changing.
The digital marketing era of today is complex and dynamic. There are
many channels that require investment and continuous attention. With
frictionless communication, trends happen faster and are shorter lived.
Without continuous attention, your digital presence decays rapidly.
Browsing through corporate websites, it is clear few companies have
adapted to effectively manage their digital marketing operations. Branding
and messaging are inconsistent, mobile device support is non-existent,
and aborted initiatives, such as corporate blogs and social pages, linger
as embarrassing reminders of poor follow-through. The problem is that
most organizations still see digital marketing as a series of projects: a web
redesign, setting up a blog, publishing a whitepaper. They can mobilize
resources to complete these projects, but cannot sustain the level of
effort necessary to keep a program going. And without that effort, these
marketing assets become liabilities.
If you want success in digital marketing, your
organization needs to operate like a publisher
by identifying high value audiences and
operationalizing processes to serve them.
This means delivering the right content in the right format and getting
irrelevant/outdated content out of the way. Known as marketing
operations, there is a field whose purpose is to keep content initiatives
performing after launch. Marketing operations encompasses a wide
array of skills and activities that stand in between the development of a
content asset and its consumption by an audience. This includes postproduction
for target channels, tagging for targeting, search engine
optimization, localization, instrumentation for analytics and performance
measurement.
Our previous whitepaper, Three First Steps for Operationalizing your
Content Marketing Strategy, introduced the concept of marketing
operations and recommended some preparatory steps to building a team.
This whitepaper will outline the details of how a marketing operations
group works.
Why Product-Led Growth is the most effective GTM strategyMickey Alon
Product-led growth is a strategy that relies on features and usage as primary drivers for customer acquisition, retention and expansion. Mastering growth is an iterative process that involves measurements, user engagements and experimentation.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
Developing your go to market strategy by Kris Konrath, Convergent Digital Ignition
Learn about developing your go to market strategy. We’ll take a look at the five key components to developing a go to market strategy including your target market, marketing channels, messaging, pricing & packaging and customer acquisition cost. By Kris Konrath, Marketing Director at Convergent
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
How To Evolve Your B2B Go-to-Market Strategy With Account-Based ExperienceDemandbase
Account-Based Experiences (ABX) has become the modern approach by leaders, and its rooted in an intense focus on the customer at every stage of the buying cycle, using intelligent insights to know when and how to engage, and what to say to each account.
During this session, join Tenessa Lochner, Director of Enterprise Marketing & ABM at Demandbase, to learn how companies are evolving their go-to-market to align with the buyer experience at every stage of the journey, including:
Site customization;
Forms enrichment; and
Personalization approaches to create unique experiences for customers and prospects.
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
Keynote presentation by Joe Deklic, VP Strategic Investments, Cisco Canada at the Association of Strategic Alliance Professionals (ASAP) Toronto chapter event "Build, Buy or Ally: Partnership Models for Enterprise Growth" on November 12, 2010
Introducing Go To Market Strategy for B2B StartupsHugh MASON
An overview of Go To Market Strategy for Startups that sell to other businesses, covering:
• Definitions of Go To Market Strategy
• Getting to What Market?
• Why and How Businesses Buy
• Turning Strategy into Action
This session continues a dialogue that aims to bridge the gap between technologists and marketers: please comment and connect with us to help us understand how we can take this important conversation to the next level. Video: https://youtu.be/hc3dvD1AMt0
Personalized HCP Marketing: How to Create More Impactful Brand ExperiencesMerkle
At this year's ePharma 2015 Conference, Croom Lawrence, Senior Director, Digital, Merkle Health, shared the importance of personalization for healthcare consumers and physicians. In his presentation, Croom discussed how an Addressable Customer Experience strategy can create more impactful brand experiences.
Durch einen integrierten Einsatz der Managementdisziplinen Prozess-, Projekt- und Produktmanagement im Unternehmen können erhebliche Synergiepotenziale entstehen. Moderne Hochleistungsorganisationen haben dies erkannt und gestalten Managementsysteme rund um die Themen Prozesse, Projekte und Produkte.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
The demands on a marketing organization
are rapidly changing.
The digital marketing era of today is complex and dynamic. There are
many channels that require investment and continuous attention. With
frictionless communication, trends happen faster and are shorter lived.
Without continuous attention, your digital presence decays rapidly.
Browsing through corporate websites, it is clear few companies have
adapted to effectively manage their digital marketing operations. Branding
and messaging are inconsistent, mobile device support is non-existent,
and aborted initiatives, such as corporate blogs and social pages, linger
as embarrassing reminders of poor follow-through. The problem is that
most organizations still see digital marketing as a series of projects: a web
redesign, setting up a blog, publishing a whitepaper. They can mobilize
resources to complete these projects, but cannot sustain the level of
effort necessary to keep a program going. And without that effort, these
marketing assets become liabilities.
If you want success in digital marketing, your
organization needs to operate like a publisher
by identifying high value audiences and
operationalizing processes to serve them.
This means delivering the right content in the right format and getting
irrelevant/outdated content out of the way. Known as marketing
operations, there is a field whose purpose is to keep content initiatives
performing after launch. Marketing operations encompasses a wide
array of skills and activities that stand in between the development of a
content asset and its consumption by an audience. This includes postproduction
for target channels, tagging for targeting, search engine
optimization, localization, instrumentation for analytics and performance
measurement.
Our previous whitepaper, Three First Steps for Operationalizing your
Content Marketing Strategy, introduced the concept of marketing
operations and recommended some preparatory steps to building a team.
This whitepaper will outline the details of how a marketing operations
group works.
Why Product-Led Growth is the most effective GTM strategyMickey Alon
Product-led growth is a strategy that relies on features and usage as primary drivers for customer acquisition, retention and expansion. Mastering growth is an iterative process that involves measurements, user engagements and experimentation.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
Developing your go to market strategy by Kris Konrath, Convergent Digital Ignition
Learn about developing your go to market strategy. We’ll take a look at the five key components to developing a go to market strategy including your target market, marketing channels, messaging, pricing & packaging and customer acquisition cost. By Kris Konrath, Marketing Director at Convergent
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
How To Evolve Your B2B Go-to-Market Strategy With Account-Based ExperienceDemandbase
Account-Based Experiences (ABX) has become the modern approach by leaders, and its rooted in an intense focus on the customer at every stage of the buying cycle, using intelligent insights to know when and how to engage, and what to say to each account.
During this session, join Tenessa Lochner, Director of Enterprise Marketing & ABM at Demandbase, to learn how companies are evolving their go-to-market to align with the buyer experience at every stage of the journey, including:
Site customization;
Forms enrichment; and
Personalization approaches to create unique experiences for customers and prospects.
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
Fhyzics - a global leader in business analysis - offers business consulting, business analysis, business analytics, process improvement, product development and supply chain services to organisations in India and abroad. Today’s businesses are under tremendous pressure to adopt to the changes in regulatory framework, constantly changing customer preferences and disruptive business models. This mandates the business leaders to continuously upgrade their knowledge in various areas that could potentially help or affect their businesses. Keeping this in mind, Fhyzics has launched One-Day, Case Study Based Executive Development Programs, where the business leaders can upgrade their skill and can implement in their organisations. These programs are designed after intense research on international best practices.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Identifying the degree of alignment or misalignment of thinking in a strategic alliance relationship using the Alliance Best Practice 52 Common Success Factors.
The First Ever Handbook for Strategic Alliance Managers (Strategic Alliance H...Mike Nevin
The Strategic Alliance Handbook (SAH) gives practicing alliance executives all the tools they need to do their job, all in one place.
A sales manager has a sales manual and an accountant has an accounting manual, even a car mechanic has a car manual.
So why shouldn't an alliance manager have an alliance manual?
Alliance Best Practice Research into Cultural Factors in Strategic Alliance R...Mike Nevin
This research presentation was produced from 93 separate alliance manager inputs from organisations such as: PPD, Quintiles, Cognizant, Covance, ICON, and RPS.
The research shows a very high correlation between Cultural Success Factors in alliances and overall success.
VST briefing pack for senior executives version 3 0Mike Nevin
A simple briefing pack to explain to Alliance executives why the VST Alliance sales System is a valuable approach. Includes case studies to show value achieved by using the system
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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1. The Sales Ugly Duckling
– Alliances!
How Alliance Best Practices Can
Deliver Competitive Advantage
2. Contents
The following topics are covered in this briefing:
1
Why should organisations partner?
2
Why is a best practice approach the best option?
3
What do we mean by „Alliance Best Practice‟?
4
Why isn‟t everyone following a best practice approach?
5
6
What evidence is there that best practices = best results?
7
Appendices – Further supporting evidence and documentation
Page 2
What would be involved in developing an alliance excellence model?
3. The prime purpose of alliances - sales
„What is the main purpose of alliances in your company?
- We survey IT executives at VP level
and above regularly.
- The last survey was conducted in
2012.
Percentage Responses
New Technologies
- The question we posed was:
- What is the prime purpose of
alliances in your organisation?
- The top five answers are shown
opposite.
New Skills
New Markets
New Products
New Sales
0
20
40
60
80
4. Why should we partner?
Alliance sales are the cheapest type of sales available:
Getting Others to Sell Your ‘Stuff’
Organisations need to grow to survive.
Typically they have done so by using the
„build, buy, ally‟ model of business development.
The recession has made the first two of these
growth options difficult hence attention is now
turning to the third option – ally.
Organisations are now actively looking for the
best way to ally with a range of:
suppliers, competitors, customers and others.
Research from a multiple series of sources
suggests that the best way to ally is by using a
best practice approach.
This short paper describes: the rationale, the
supporting justification, and the most cost
efficient method of implementing such alliance
best practice programmes.
Page 4
5. Why is a best practice approach the best
option?
Best practice = higher return at lower cost in less time
Approved
Theory
Following a „best practice‟ approach has been recognised as a
successful business strategy for many years. (See for example the
Total Quality movement e.g. Baldridge and the European Foundation
for Quality Management).
Advantages
Such programmes have unmistakable advantages over alternative
proprietary solutions. Typically these are: greater speed, lower
cost, better quality, predictability of outcomes and less risk.
Proven Success
Strategies
By relying on proven success strategies that have been developed
previously organisations will enjoy all the advantages above in
developing their alliance sales programmes.
Better
Results
Page 5
Results from best practice alliance sales programmes show a higher
return in less time at a lower cost (see later research justifications).
6. What do we mean by ‘Alliance Best
Practice’?
Best Practice = Doing the right things in the right order:
There is a great deal of
confusion regarding the
term „best practice‟ or
„best practices‟
particularly when used to
describe strategic
alliances.
Page 6
In this briefing paper we
describe „best practice‟ as
systematised common
sense. An
approach, behaviour, proc
ess or activity that shows
predictably better results
in a quicker and more
efficient manner than the
alternatives.
ABP has researched over
27,000 alliance
relationships and
currently maintains a
database of over 180,000
entries. It is from
observations of this
database that we draw
our best practice
conclusions.
7. Why isn’t everyone using it?
Common sense is not always common practice
Knowing that you should do something and having the courage to do
it is not the same thing. (See for example Strategy and the Fat
Smoker by David H Maister).
Many organisations labour under the misapprehension that designing
and developing proprietary approaches is the only way to secure a
competitive advantage.
In fact simply knowing that best practices exist is no guarantee to
success. The skill is in knowing which best practices can be
implemented at which time by the organisation: 1) Unconscious
Incopetence, 2) Conscious Incompetence 3) Conscious Competence
4) Unconscious Competence
Page 7
8. QUESTION ONE
WHAT ARE THE ADVANTAGES
OF AN ALLIANCE SALE OVER
A DIRECT SALE?
Page 8
9. Research by Steve Steinhilber of Cisco
Systems Circa 2006
New Business
5000000
4500000
4000000
3500000
3000000
2500000
2000000
1500000
1000000
500000
0
Direct Sales
Page 9
Alliance Sales
10. An alliance sales example (IBM)
Following a best practice approach has delivered year on year increases in all
revenue types:
Partner Resell and Influence
Client TCV
Sell To
180
All figures in € millions
160
Commercial value has increased steadily year on year
140
120
100
80
60
40
20
0
2009
Page 10
2010
2011
2012
11. Alliance Sales Journey in Figures
2009
2010
2011
2012
IBM
investment
€200K
€460K
€1.6M
€2.1M
Client
Investment
€250K
€385K
€649K
€300K
Client
Headcount
4
8
13
6
TCV = Total Contract Value
€100
M
Page 11
€344
M
€460 M
500 M?
TCV
12. What evidence is there that best practice =
best results?
All of the following reports concluded that best practices = best results
Practioners
Cisco benchmarking
research 1999 – 2007
Procter and Gamble
internal R&D programme
2002 – 2006
AstraZeneca – Internal
project 2005 – 2010
Eli Lilly alliance
programme re-evaluation
2001 – 2002
GSK Healthcare –
strategic review 2004 2008
This list is a small partial sample for
example purposes only. For a fuller list
of sources please see the Appendices
Section.
Page 12
Consultants
Anderson Consulting
„Best Practices in
Strategic Alliances‟ 1989
Boston Consulting Group
Pharma Benchmarking
report 2010.
Academics
University of the United
Nations – Bi Annual State
of Alliances Review 2002
2004 2006 2008 2010.
IBM Healthcare industry
annual review 2001 2011.
Harvard University
(Rosabeth Moss Kanter)
Review of 37 global
alliance programmes
2002 – 2006
Booz Allen and Hamilton
review of 3,500 global
partnering organisations
2002 – 2006.
University of Southern
California annual review
of 12,000 alliances in
Silicon Valley.
McKinsey annual alliance
review 1995 – 2005.
University of Eindhoven
Innovation centre annual
review.
14. Category
Vision
Skills
Trust
Purpose
To create a Vision and a
strategy for the relationship.
To develop the skills and knowledge
needed by both / all partners for
success.
To grow the relationship effectively over
time.
Objectives
To agree the type of
partnership to be pursued.
To agree the scope of the
partnership.
To identify relevant key
stakeholders from both /
all partners.
To agree current
relationship value
(baseline).
To develop appropriate
Business Value
Propositions (BVPs).
To document the vision
and strategy for the
partnership.
• To agree and document a joint go
to market (GTM) plan.
• To improve both / all teams
collaboration skills.
• To develop a simple and robust
governance model.
• To develop an internal and
external communication
programme.
• To achieve a high degree of
internal and B2B alignment.
• To train all partners appropriately
on the chosen products and
services of the BVPs.
• To increase the degree of
organisational trust between all parties.
• To deliver BVPs to time and quality.
• To increase the number and type of
BVPs sold.
• To secure investment funding and
executive support for the partnership
from both / all partners.
• To identify and eradicate cultural
barriers to progress (both personal and
organisational).
• To monitor and manage progress to
key performance indicators (KPIs).
Critical
Success
Factors (CSFs)
Common Vision
Joint Business Plan
Alliance Process
MOUP
Collaboration Skills
Communication
Internal alignment
B2B Operational alignment
Outputs
MOUP document
Initial relationship value
statement/s.
Go / No go decision for
the relationship.
Partnering readiness
assessment (Optional).
Joint go to market (GTM) plan.
Governance model.
Communication programme.
Training plan.
Skills gap analysis report.
Relationship development plan.
Alliance balanced scorecard.
Relationship change management
plan.
Annual relationship strategy reviews
(recurring).
BVP innovation process.
Trust
(B2B) Cultural alignment
Senior Executive Support
Operational Metrics
15. Category
Vision
Skills
Trust
Conduct alliance readiness
assessment (Optional)
Conduct TECP workshop
to agree the type of
partnership to be pursued
Run go to market (GTM)
workshop
Assess both teams
collaboration skills
Develop skills improvement
plans
Develop scalable governance
model
Develop internal and external
communication programme
Develop internal and B2B
alignment action plans
Train all partners
appropriately on the chosen
products and services of the
BVPs
How to run „Alliance to Win‟
workshops
ABP alliance skills
assessment tool
Various example governance
models
Internal and external
communication plan
templates
Internal and B2B alignment
discussion papers and
training modules
Example echnical skills
training programmes
Tasks
Tools to Support
Tasks
Conduct an MOUP
workshop to agree: vision,
strategy scope and key
stakeholders
Agree current relationship
value (baseline)
Develop / agree Business
Value Propositions (BVPs)
Sign off MOUP
ABP alliance capability
assessment tool
Partner selection criteria
white paper
How to run an MOUP white
paper
How to calculate
relationship value white
paper
How to run BVP
workshops presentation
Various example MOUP
sign off documents
Develop an alliance balanced
scorecard and monitor results
quarterly.
Develop a joint relationship
development plan
Track BVP progress and amend as
necessary
Develop new BVP development
process
Agree joint funding / resourcing
budget for the relationship
Address cultural barriers through
partnering attributes model
Monitor progress and report KPIs
How to develop alliance balanced
scorecards (white paper and slide
deck)
Joint relationship development plan
templates (various)
BVP tracking system
Resourcing and funding plan
templates
Partnering attributes model and
assessment tools
Identity compass (slide deck)
16. How do you build an alliance sales
programme?
Executing a best practice alliance sales programme is a five step process:
Step 1 - Baseline
• Deliverables include best practice
education/guidance, programme
charter, programme design, and a
customized alliance framework
• Provides goal alignment, implementable
vision, and a more robust alliance
valuation methodology.
Step 1
Step 2
Step 3 – Implementation
• Deliverables include additional alliance
launches, performance metrics, an
improved processes for inter-business
decision-making, and a recommendation
for a relationship management system
• Makes alliances an integral part of the
organisation‟s enterprise thinking.
Step 3
Step 2 – Strategy and Design
• Deliverables include finalized vision,
portfolio plan, detailed roadmap, partner
matrix, and tactical improvement
opportunities
• Provides a pragmatic realization path with
clear benefits defined
Page 16
Step 4
Step 5 – Review
• Tracking the
programme
effectiveness to pre
established success
criteria.
• Taking remedial action
as necessary
Step 5
Step 4 – Scale Capability
• Deliverables include skills matrix, tools,
legal frameworks, internal certification
programme and, web site
• Spreads alliance capabilities throughout
company; disseminates best practices;
embeds training for certification and
alliance thinking in business systems
17. Alliance Excellence Model
Establishing partnering as an organisational competence requires a framework
Alliance Capability
Alliance Performance
People
Procedures
Leadership
Commercial
Technical
Programme
Alliance
Processes
Strategic
Products
Cultural
Platform
Key
Performance
Business
Results
Operational
Internal Benchmarking on an Ongoing Basis : Continuous Improvement Cycle
Alliance Maturity Model (AMMTM)
Alliance Best Practice Index
(ABPITM)
External Benchmarking Alliance Best Practice Database (ABPDTM)
KEY MESSAGES:
Investment in training alone will not deliver alliance competence (AC)
Trained personnel need ongoing support when they return to their jobs
Building capability is essential to delivering key business results
Alliance Competence = Competitive business advantage
Page 17
18. FINAL QUESTION
WHAT IS YOUR CURRENT
COST OF:
A) A DIRECT SALE?
B) AN ALLIANCE SALE?
Page 18
19. Typical partner segmentation pyramid
Typical IT Language
1
1 = Alliances (GSIs)
Tier 1 = Partnership
2 = Technology Partners
2
3 = Value Added
Resellers (VARS)
3
4 = Distributors /
Resellers
4
Page 19
Alliance Best Practice Language
Tier 2 = Collaborative
Tier 3 = Enhanced
Tier 4 = Transactional
20. Alliance cost of sales model
Percentage Cost of Sales
16.00%
14.00%
12.00%
10.00%
Marketing
Sales
Execution
8.00%
6.00%
4.00%
2.00%
al
Tr
an
sa
c
ti
on
ce
d
an
En
h
ol
la
bo
r
C
P
ar
t
ne
r
sh
ip
at
iv
e
0.00%
Partner Segment
Page 20
21. Further Details
For further details please contact;
Mike Nevin
Managing Partner
Alliance Best Practice Ltd
Web: www.alliancebestpractice.com
Office: +44 (0)1675 442490
Mobile: +44 (0)7766 752350
E Mail: mike.nevin@alliancebestpractice.com
23. Support for the Alliance Best Practice
Approach
There is considerable evidence supporting a best practice approach:
Research
Community
Practitioners
There are currently 523
documents in the ABP
Framework which support
the concept of best
practices in alliances.
There are currently 1,777
active members of the
Alliance Best Practice
community.
The Alliance Best Practice
approach has been taught
to over 1,000 active
alliance executives during
the last 10 years.
The oldest entry comes
from 1989 the newest is
from June 2011.
The community is split
into both a general group
and a thought leaders
group.
The research comprises:
books, white
papers, articles, research
assignments, presentatio
ns and investigations.
There are 53 global Chief
Alliance Officers and
renowned alliance
authors in the thought
leadership group.
Page 23
Companies who have
adopted the approach
(amonst others) include:
IBM, Microsoft,
AstraZeneca, BASF,
Bristol Myers Squibb,
Pfizer, SAP, Rolls Royce,
Starbucks, Oracle, and
Bayer Schering Pharma.
24. What is Alliance Best Practice (ABP)?
ABP is a research consultancy specialising in B2B strategic alliances
Alliance Best Practice
Alliance best practices are the
identified practices that research has
shown lead to optimal alliance results
ABP is a group of over 20
internatioanal alliance experts able to
cover the world and work in multiple
languages
ABP is dedicated to: discovering,
developing and disseminating best
practices for its clients
It does this through the ABP
Database (ABPDBTM)
Page 24
25. Alliance Best Practices Exist
ABP has investigated over 27,000 alliances to identify best practices
Research
Recognised in General
Management theory goes hand in hand with
quality and
benchmarking.
ABP has examined
27,000 international
collaborative relationships
from both domestic and
international sources.
We found factors which
appeared consistently in
successful strategic
alliances – common
success factors (CSFs).
Page 25
Validation
Implications
Common Success
Factors (CSFs) - „Those
practices, principles,
procedures, behaviours or
factors which appear in
successful strategic
alliances in a statistically
relevant manner‟.
ABP has since used the
resulting framework with
over 600 in depth
benchmarking
examinations of strategic
alliances in action.
ABP then validated the
concepts with over 500
practicing alliance
managers from ASAP –
The Association of
Strategic Alliance
Professionals.
The ABP database
currently holds over
180,000 observations of
these CSFs in practice.
The results show that
doing the right things
(best practices) produced
the right results (more
value / revenue).
26. Partner ‘Intimacy’ Spectrum
Both partners need to define the topology of the
progression and the ‘value of the journey’
Low
Intimacy
High
Intimacy
Low
Value
High
Value
0 = None
25 = Low
50 = Median
Commodity Price
Some customization
Interchangeable
Product
Flexibility/levels of
service
Highly specified
deliverables
Special knowledge
Buy from and sell
to
Buy from, sell to and
sell with (GTM
together)
75 = High
100 = Perfection
Customized/
individualized
Shared risks &
investment
Process & data
integration
Deeply integrated
Solutions oriented
Shared rewards
Greater cost value
leverage
Mutually
interdependent
Breakthrough
market value
27. Common Success Factors : Best Practices
There are currently 52 CSFs in 5 categories
Commercial
Co1 Business Value
Proposition (BVP)
Technical
Strategic
T11 Valuation of assets
S20 Shared objectives
Co2 Due Diligence
T12 Partner company
market position
S21 Relationship
Scope
Co3 Optimum Legal /
Business Structure
T13 Host company
market position
S22 Tactical and
strategic risk
Co4 Alliance Audit
T14 Market fit of
proposed solution
S23 Risk sharing
Co5 Key metrics
Co6 Alliance reward
system
Co7 Commercial cost
Co8 Commercial
benefit
Co9 Process for
negotiation
Co10 Expected Cost
value ratio
T15 Product fit with
partners offerings
T16 Identified mutual
needs in the
relationship
T17 Process for team
problem solving
T18 Shared Control
T19 Partner
accountability
S24 Exit strategies
S25 Senior executive
support
S26 B2B Strategic
alignment
S27 Fit with strategic
business path
S28 Other relationships
with same partner
Cultural
Operational
Cu31 Business to
business trust
O39 Alliance process
Cu32 Collaborative
corporate mindset
Cu33 Collaboration
skills
O40 Speed of progress
O41 Revenue flow
O42 Business plan
O43 Communication
Cu34 Dedicated
alliance manager
O44 Health check
Cu35 Alliance centre of
excellence
O46 Change mgt.
Cu36 Decision making
process
Cu37 Other cultural
issues
Cu38 B2B Cultural
Alignment
O45 Alliance charter
O47 Operational
metrics
O48 Operational
alignment
O49 Exponential
breakthroughs
O50 Internal alignment
S30 Common vision
Page 27
S29 Common strategic
ground rules
O52 Issue escalation
O51 Project plan
28. Alliance Capability Model (ACMTM)
The goal is to establish partnering as an organisational competence
Alliance Capability
Alliance Performance
People
Governance
Leadership
Commercial
Technical
Resources
Processes
Strategic
Structure
Cultural
Technology
Key Performance
Results
Operational
Internal Benchmarking on an Ongoing Basis : Continuous Improvement Cycle
Alliance Maturity Model (AMMTM)
Alliance Best Practice Index
External Benchmarking Alliance Best Practice Database (ABPDTM)
KEY MESSAGES:
Investment in training alone will not deliver alliance competence (AC)
Alliance managers need ongoing support to produce best results
Building capability is essential to delivering results
AC = Competitive business advantage
29. Partnering Competence
The ability to apply the CSFs in an efficient and effective manner
Alliance Knowledge
People / Skills / Behaviours
The combination of CSFs
into suitable individual
proceses
Four stages of knowledge
growth:
The combination of
processes into partnering
practices
Built around alliance
portfolio management:
Add
Adjust
Optimise
Retire
Page 29
Organisational Structure
Built around:
Strategic
Unconcious
incompetence
Managerial
Conscious
incompetence
In a matrix with:
Operational
Conscious
competence
Alliance
Unconscious
competence
Marketing
Sales
Technology
Local Involvement
30. Alliance Maturity
There are three observable stages in organisational alliance maturity
Stage 1 - Opportunistic
Alliances are
opportunistic
Each alliance is a „stand
alone‟ venture
Alliances are not part of
the company‟s “Standard
Operating Procedure”
Typically alliances are
used to secure tactical
„deals‟ or exploit individual
market opportunities
Page 30
Stage 2 - Systematic
Separate corporate efforts
in different areas of
business
Stage 3 - Endemic
Planned investment in
partnering capability
Strategic partners
developed
Wide scale use of full
range of alliance: training,
tools and priocesses
Effort begun to adopt
“best practices” in alliance
management
Close integration of:
sales, marketing,
technology, innovation etc
„Islands‟ of ownership of
alliances formed
31. The Alliance Maturity Model AMMTM
Company 2
80
70
60
Company 1
50
40
Stage I
Stage II
Stage III
30
20
• Alliances are opportunistic
• Each alliance is a „stand alone‟
venture
• Alliances are not part of the
company‟s “Standard Operating
Procedure”
• Separate corporate efforts in different areas of business
• Strategic partners developed
• Effort begun to adopt “best practices” in alliance
management
• Planned investment in partnering
capability
• Wide scale use of full range of
alliance capability building
• Close integration of sales,
marketing, innovation etc
10
C
3
C
31
C
11
W
C
C
1
C
30
C
17
C
8
B
IC
C
16
C
18
C
2
C
22
C
4
C
27
C
26
C
12
C
33
C
15
C
13
C
19
C
20
C
25
C
14
C
24
C
23
C
32
C
28
C
9
C
29
C
5
C
34
C
7
C
10
C
6
C
21
0
32. Alliance Best Practice Framework
The ABPDBTM with 180,000+ entries lies at the heart of the Framework
„Tools‟ refer to any
documents that help users
apply the Framework
knowledge.
Bench
Marks
MOUP
There are 52 Critical
Success Factors (CSFs)
identified from
examining over 27,000
international strategic
alliances.
ABPDTM
The Alliance Maturity Model
TM establishes: current
situation, (benchmark)
current and future
challenges, the nature of
the journey‟ and success
strategies for cost effective
progress.
Page 32
Diagnostics
Relationship
Optimisation
By combining the
principles established in
the CSFs a range of
Best Practices (BPs)
have been developed
33. Relationships Benchmarked
ABP has worked with over 300 of the worlds best partnering organisations
Organisations in the ABPDBTM
15 25
25
72
27
48
Pre Formation
Growth
Extension
Page 33
Formation
Maturity
Decline / Renewal
Accenture (Asia Pac), Accenture (EMEA), Accenture (USA), Aenis, Air
France, AirPlus, Alcatel (UK), Alcatel Lucent, Amec, AMP Capital, ANA Airlines, Apple
Computer, Ariba, Arriva, Associated Business Leaders LLC, AstraZeneca, AT+T, Atos
Origin, Avaya, Avis, AXA, Bank of America, BASF, Basilica Consulting, Battelle, Bax
Global, Bayer Schering Pharma, BBC Corporation, BCX, BDO Unicon, Bearing
Point, Bell Canada, BMI Airlines, BNP Paribas, Boeringer Ingelheim, Borland, BP Oil
and Gas, Bristol-Myers Squibb, the British Library, BT, BT Global Services, BT
Wholesale, Buckland Austin, Business Objects, Capgemini, Cardinal Health, Carlson
Wagonlit, Caterpillar, CGI, Chordiant, CiberNovesoft, Cisco, Cognos, Computacenter, Continental
Airlines, CSC, Csiper, Delaware, Dell, Deloitte, Delta Airlines, Deutsche Bank, Disney
Corporation, Dupont Industries, EBRC, Eli Lilly, EMC, Epiphany, Ericsson, Everis, Exact
Software, Excel Logistics, Experian, Exponent, Fontline, Fontworkx, Fujitsu
Communications, Fujitsu Consulting, Fujitsu Services, Fujitsu Siemens, GE Capital
Finance, Genesys, Genset, GlaxoSmithKline, GSK (Healthcare), GSK (Pharma), Hitachi
Consulting, HP (UK), HP (USA), i2 Technologies, IBM (Asia Pac), IBM (India), IBM
(UK), IBM (USA), IBM Global Services (NE IOT), IBM Global Services (USA), IBS, IDS
Sheer, Imbercal, Imperial Tobacco, Infor, Intel, Intentia, ITS, Japan Corporate
Bank, Kalamazoo, Kana, Keane, KLM Airlines, KLM Cargo, KPMG, Kuehne &
Nagle, Lawson, Lenovo, Logica, LTSB, Lufthansa, Marks and
Spencer, McAfee, Merck, Micro Focus, Microsoft (CS), Microsoft
(EPG), Mitie, Motorola, MSG, NEC
Computers, nFocus, Nokia, Nordea, Nortel, Northwest Airlines, Norwich Union Life, O2
Telefonica, Omax Auto, Omega
Signs, Oracle, Peregrine, Pfizer, PLM, RBS, RCC, Reckitt Benckiser, Rider Levitt
Bucknall, Rifcon, Roiter Zucker, Rolls Royce, SAP (EMEA), SAP (Global), SAP
(UK), SAS Institute, Satyam, Scottish Widows, Serco, Siebel, Siemens AG, Siemens
Business Services, Siemens Enterprise Networks, Siemens Comms, Siemens
GmbH, Singapore Airlines, Skyteam, Sprint, SSA, Staffware, Star
Alliance, Starbucks, StorageTek, T Mobile, Tata Communications, Tata Consulting
Services (TCS), TDG Logistics, Telmex (mexico), Telus (Canada), TNT
Express, Tubelines, UBS, uLogistics, Unipart Logistics, Unisys, United
Airlines, Verizon, Vodafone, Wipro, Withy King, Xerox, Xerox Services, Zurich Financial
Services
34. Benchmarks by sector
High Tech and Pharma companies comprise the majority of entries:
ABPDTM By Sector
15
17
28
21
The largest sector is High Tech
All business sectors are now
beginning to use alliances
Most common use is:
19
112
Developing New Business
(Growth)
Developing New Products and
Services (Innovation)
Airlines / Finance
Pharma
Services / Media
Page 34
IT
Manufacturing
Other
Developing Quality or Cost
Control (Recession)
35. External research improves knowledge
To improve organisations must be aware of what „best practice‟ looks like:
Unconscious
Incompetence
Organisations don‟t know what they don‟t know!
No understanding of Best Practices or current performance
Value loss high
Conscious
Incompetence
Developing understanding that Best Practices exist, but no systems to
take advantage of them. Difficulties in generating the business case.
Can use the Framework to massively reduce cost of alliances
Conscious
Competence
Knowledge of Best Practices but need training and experience to apply
them successfully.cost effectively generate breakthrough levels of
incremental revenue.
Unconscious
Competence
Collaboration is a core competence now organisations can use
partnering as a key business strategy.
Target = Partner of Choice (POC) in chosen sectors.
Page 35
36. Better knowledge = competitive advantage
The impact of lack of „best practice‟ knowledge:
Unconscious
Incompetence
Organisations don‟t know what they don‟t know!
No understanding of BP or current performance
Value loss high
Conscious
Incompetence
Developing understanding that BP exist, but no systems to take
advantage of them. Difficulties in generating The business case.
Can use the Framework to massively reduce cost of alliances
Conscious
Competence
Knowledge of BP but need training and experience to apply them
successfully.cost effectively generate breakthrough levels of
incremental revenue.
Unconscious
Competence
Collaboration is a core competence now organisations can use
partnering as a key business strategy.
Target = Partner of Choice (POC) in chosen sectors.
Page 36
37. Commercial Implications of Best Practice II
Best Practice (BP) consistently out performs Non Best Practice (NBP)
Best Practice (BP)
Non Best Practice (NBP)
65
70
60
50
Same Company
Same VP
Different Approach
61
49
48
39
40
34
29
30
23
Widening Delta as
times get tough
25
21
19
20
59
19
2009
2010
15
10
0
2004
Page 37
2005
2006
2007
2008
38. Setting alliance manager standards
A professional well educated alliance executive is the „point of the sword‟
Alliance manager
standards are now
beginning to be
introduced
Organisations are paying
more attention to alliance
management training
Page 38
ABP chaired the
certification standards
committee for ASAP (the
Association of Strategic
Alliance Professionals)
and researched and built
the competency
framework on which the
certification is based.
In addition ABP has
worked with
IBM, Starbucks, Eli
Lilly, and Rolls Royce to
set suitable alliance
manager standards to
support training needs
analysis and appraisal
review systems.
39. Individual relationship benchmark example
Co1
Generally consistent scoring
O49
O48
O47
O46
Client scored lower (usually)
than the Partner
O50
100
O51 O52
- Co1 Defined business value
proposition
- T2 - Partner company market
position
- T3 - Host company market position
- S7 – B2B Strategic Alignment
- Cu8 – B2b Cultural Alignment
- O2 – Speed of progress so far
- O12 – Internal Alignment
Co4
90
Co5
Co6
Co7
Co8
80
70
60
O45
Differences were perceived in
the following areas;
Co2 Co3
Co9
50
O44
Co10
40
O43
T11
30
O42
T12
20
O41
10
T13
O40
0
T14
O39
T15
Cu38
T16
Cu37
T17
Cu36
T18
Cu35
Cu34
Cu33
Cu32
Cu31
T19
S20
S21
S22
S30
S29 S28
S26 S25
S27
S24
S23
40. ABP Relationship Optimisation Process
Having a consistent way to optimise relationships improves results:
Identifier
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Description
Goal Setting and Scoping
Diagnostic
Action Planning
Resource Mapping
90 Day Review
Objective
To identify the currently
projected commercial value of
the relationship for the next 12
months.
To generate an objective view
of the relationship which shows
52 strengths and weaknesses
identified as a score from 0-100
Objective – To generate a
jointly agreed (with the partner)
action plan to optimise the
relationship.
To map all identified
actions to a RACI[1]
framework to identify key
stakeholders roles and
responsibilities.
To track the progress of
the joint action plan to
target/s and take remedial
action as required.
Activities
• Contact all key stakeholders
and draw up strawman
value projection
• Resolve conflicts and
discrepancies with
stakeholders
• Document draft final value
projection
• Obtain sign off of value
projection from senior
executive sponsor
• Agree on key stakeholders to
provide data
• Gather data and send results
to ABP
• ABP benchmarks the data
and produces draft alliance
efficiency report (AER)
• Discuss AER with partner
(and / or ABP) and decide
whether to progress to stage
3
• Construct agreed agenda
from draft report
• Analyse areas of
misalignment (i.e. CSFs
which show different scores
from one partner to the other)
• Agree common scores for all
52 areas (with the partner)
• Identify areas for action
• Identify short term and long
term actions
• Identify help required with
long term actions
• Produce agreed action plan
• Conduct RACI chart
mapping for all identified
improvement actions
• Communicate and agree
role of all stakeholders
on the RACI chart
• Revise the RACI chart as
necessary
• Agree a single
stakeholder from both /all
organisations in each
category
• Sign off RACI chart with
host and partner
executives
• Conduct healthcheck
assessment prior to
review meeting
• Construct agenda and
pre meeting progress
report
• Conduct meeting
focusing on
underperforming areas
• Agree revised action plan
with remedial actions
• Publish revised action
plan
Inputs
• Relationship business plans
• Alliance strategy document
• Briefing Pack from ABP
• Online diagnostic
• Briefing Pack from ABP
• ABP coaching as required
• Draft AER
• Suggested workshop agenda
• Agreed workshop attendee
list
• Agreed Action Plan
• RACI resource mapping
tool
• Jointly greed action plan
• Jointly agreed
stakeholder map
• MOUP
• Agenda
Outputs
• Agreed Scope
• Agreed initial commercial
valuation
• Draft alliance efficiency report
(AER) from ABP
• Benchmarking report
• Decision to proceed
• Jointly agreed action plan
• Stakeholder map of
agreed actions
• Revised Action Plan
41. The ROI of the Ally Model
The „Ally‟ model outperforms the „Build‟ or „Buy‟ models:
The commercial return of the „ally‟
model is typically five times higher than
the other two models*.
Organisations are increasingly turning
to the third generation business growth
model of „ally‟ because it represents a
more flexible and cost effective growth
model. In addition it is easier to
achieve in a recession.
*Source Booz Allen and Hamilton Research 1996 2002
42. The two forces driving systematisation
Systematisation is being driven by internal and external; factors
Internal
External
Page 42
Sarbanes Oxley, Basel II & III, Enron, credit
crunch, etc.
External audits of processes
CFOs identifying value in the balance sheet
It costs less to be working to a system
CEOs tired of the hype „show me the money‟
Regular interaction drives value
Need to reuse knowledge gained
Individual / corporate responsibility
Systematisation allows consistent comparison
43. Commercial return of systematisation
Best practice practitioners on average earn more from their alliances:
Efficiency
- (e.g. internal knowledge
transfer, having a defined
process, having a clear business
value proposition, constructing good
alignment with partners, etc.).
Effectiveness
- (e.g. Assessing potential partners
more quickly, refusing to be drawn
into the opportunistic deal chasing
merry go round but rather setting and
keeping to a defined strategy, etc.)
- *Source Alliance Best Practice database 2001 2011
44. Alliance myths
Some commonly held views are negated by the evidence in the database:
Alliance Best Practice
Alliances are about people pure and
simple
There can be no „one‟ single best practice
all alliances are unique
Collaboration is an unnatural act
Alliances are not „sexy‟ business models
If the money is good enough then people
will pretend to get along
No organisation is going to willingly
commit to a limited number of partners
There are too many variables in any
collaborative relationship to allow
meaningful analysis
Page 44
45. Alliance Challenges
Significant alliance challenges remain
Internal Challenges
Building bricks with no straw
External Challenges
Confusing terminology
Embedding collaborative thinking in
an organisation
Identifying Key Stakeholders
Collaborative negotiation
Lack of control
Developing a business case for an
alliance department / function
Appointing the wrong person to the
alliance role
Technical excellence is not
partnering excellence
Short term thinking
Managing multiple alliances
Page 45
Distributed governance
Identifying alliance value
Positioning alliances in
organisational structures
Overcoming organisational
resistance / inertia
46. The developing future for alliances
Collaborative business to business relationships are here to stay
Internal Challenges
External Challenges
More revenue coming from indirect
means
Development of PRM systems
More audit pressures on
organisations to have auditable
alliance processes
Training emerging as a capability
enhancing tool of choice
Greater focus on systematisation
Alliance manager certification and
qualification
More structure in alliance job
descriptions, behaviours and
assessment centres
Greater and more balanced
measurement of alliances
Alliance virtual teams and „ad hoc‟
knowledge exchange taking place
Greater focus on the ROI of alliances
New models and business cases
being built (e.g. cost of sales v cost
of alliances)
Accelerating Hi Tech alliances with
Pharma companies
Page 46
47. Further Details
For further details please contact;
Mike Nevin
Managing Partner
Alliance Best Practice Ltd
Web: www.alliancebestpractice.com
Office: +44 (0)1675 442490
Mobile: +44 (0)7766 752350
E Mail: mike.nevin@alliancebestpractice.com
Editor's Notes
Core GAP teamNina ChristiansenKaren GatehouseLenka PyszkovaMichael WittwerKarla KabrtovaAnders Ericsson (SW)Robert KaupAnnette IbsenAnders Essner (SW)David RobertsKari BostadExtended teamAnni Reimers – marketingJarkko Kosonen - FI