All product managers need to build relationships with internal and in many cases external partners. When engaging with business units like sales or finance or when you engage with partners who are building your products, or (gasp!) who are buying/distributing them - you need to keep everyone on your side. What are some of the key parts of making these relationships work. How do you form the partnerships? How do you build off of relationships handed over to you? What do you do to maintain, build on, and leverage relationships in the product arena when you need them the most? How do you know when the hammer doesn't fit the nail. We'll dissect the ideal and not-so-ideal partners, and engage the group in some real dialogue on the type of partner-smithing necessary to build the next generation of products well.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners.
HOW CAN YOU LEARN WHAT STRATEGIES ARE USED BY MARKETIERS? THIS ONE EXPLAINS ALL BUSSINESS STRATEGIES USED IN MARKETING.WHAT IS THE NATURE OF LONG TERM STRATEGIES? HOW EXPEIENCED SEE IT? WHAT ARE MARKETING MANAGERS LOOKING FOR?
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners.
HOW CAN YOU LEARN WHAT STRATEGIES ARE USED BY MARKETIERS? THIS ONE EXPLAINS ALL BUSSINESS STRATEGIES USED IN MARKETING.WHAT IS THE NATURE OF LONG TERM STRATEGIES? HOW EXPEIENCED SEE IT? WHAT ARE MARKETING MANAGERS LOOKING FOR?
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
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.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Accelerated Savings can be realized through effective category management strategies and supplier collaboration especially once the simple and low hanging sourcing categories are exhausted. Without a clear strategy on structuring an effective category management program that includes the combination of people, process and tools sustaining savings year over year becomes a daunting task. Successful sourcing programs leverage an optimal mix of Category intelligence, Strategic Sourcing technology and Supplier Collaboration strategies to execute shorter sourcing cycles, maintain bottom-line savings, and extend their sourcing efforts globally.
Attend this session to learn from leading edge companies from various industries how they measure, implement and realize accelerated savings through effective supplier collaboration, strategic sourcing and sound category management practices.
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docxwlynn1
Running head: GLOBAL ENGAGEMENT 1
Global Engagement
Student Name
Embry-Riddle Aeronautical University
Sample Paper for MGMT 335 IB Analysis – Author Note(s) and Key Words are NOT
REQUIRED for these short APA 6th edition papers.
GLOBAL ENGAGEMENT
2
Abstract
This paper will show the relationship between businesses that seek to expand in the global
community. Selection of key strategies for organizational success depend upon selection of
business partnerships that will expand markets and grow business. Expansion into the
international global community can bring increased value, new customer markets, logistic
support, and connections for both the home and host countries. Many companies seek to expand
through exporting, licensing, franchising, joint ventures or wholly owned subsidies in foreign
countries. This paper will focus on the alliances necessary to support the entry strategy into a
foreign market.
GLOBAL ENGAGEMENT
3
Global Engagement
The Issue - Business commitment to global operations or support can be key to the
business success or even continued operations. New and existing business must make strategic,
long term, decisions to increase or maintain growth and development of their products and or
services. A product and or service life cycle is based on many factors. Some of these factors
include selecting country relationships, business strategies, and the best strategies to develop low
cost or product differentiation opportunities to expand markets.
The problem – Finding the right product, country, and partner or business associate is
tough. Once a product/service is established and a country is selected the primary objective for
alliance must be decided. The firm’s strategies must also be compatible with a host partner. A
firm must spend the right amount of time investigating, visiting, talking, and collaborating with
potential strategic partners. Once a strategic alliance partner is selected the expectations of each
partner must be maintained. The integrity of the alliance must be a priority for each partner.
Developing expatriate and/or inpatriate manager associations and assignments can cement the
relationship as important and working for each partner. Getting stuck with the wrong partner can
add time, execution complexities, and cost to operations. Managers need to avoid this by
working diligently on this first step. Find the right partner (Taylor, 2015).
How do alliances and strategies meet to form and select the best entry mode and partner
relationships? Identifying the necessary skills and resources is key. Partners can be business and
other investors or business relations with the logistics necessary to buy, store, transport or sell
products that increase revenue above the costs necessary for each operation. Risk assessment and
sharing through partnerships can result in lower cost for required competencies like research an.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Firms frequently face difficult decisions about the scope of activities to perform inhouse, and whether to perform them alone as a solo venture or to perform them collaboratively with one or more partners. As mentioned in Chapter Two, a significant portion of innovation arises not from any single individual or organization, but instead from the collaborative efforts of multiple individuals or organizations. Collaboration can often enable firms to achieve more, at a faster rate, and with less cost or risk than they can achieve alone. However, collaboration also often entails relinquishing some degree of control over development and some share of the expected rewards of innovation, plus it can expose the firm to risk of malfeasance by its partner(s). In this chapter, we will first consider the reasons that a firm might choose to engage in collaborative development or might choose to avoid it. We will then review some of the most common types of collaborative arrangements and their specific advantages and disadvantages.
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.
Gaining Competitive Advantage through Supplier Collaboration and Supplier Rel...TraceGains
If you have any questions or comments, please send them to connect@tracegains.com. We look forward to hearing from you.
Race to win, rather than race to the bottom!
Continued consolidation of the food supply base will lead to more powerful and assertive customers in some markets. These customers are placing increasing demand on the entire supply chain for reduced cost and higher levels of value delivery. While many companies focus on price reduction as a solution they soon realize that there is only so much supplier margin and they soon become in effective in trying to meet the increasing demands of the customer and company management. They also realize that there is a significant cost and time involved in changing and developing new suppliers.
The solution to increasing demand for value is to get business alignment across the entire supply chain. This requires value-based relationships will require substantial changes in behavior by the buyer and seller. This webinar will detail the need to establish clear processes through which buyers and suppliers interface and collaborate. The focus is on building and developing a Supplier Relationship Management (SRM) focus for your business.
Things covered in the seminar:
-How can a company build a process that delivers cost and value improvement Year on Year
Understanding the Supplier Relationship Management Process
-Identifying which suppliers are good candidates for SRM
-How to drive collaboration with suppliers
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Accelerated Savings can be realized through effective category management strategies and supplier collaboration especially once the simple and low hanging sourcing categories are exhausted. Without a clear strategy on structuring an effective category management program that includes the combination of people, process and tools sustaining savings year over year becomes a daunting task. Successful sourcing programs leverage an optimal mix of Category intelligence, Strategic Sourcing technology and Supplier Collaboration strategies to execute shorter sourcing cycles, maintain bottom-line savings, and extend their sourcing efforts globally.
Attend this session to learn from leading edge companies from various industries how they measure, implement and realize accelerated savings through effective supplier collaboration, strategic sourcing and sound category management practices.
- Why benchmark - and why can it be useful?
- What can we benchmark against, and who can help with the process?
- Benchmarking processes and techniques
- Pros and cons of different benchmarking options
- A suggested model for benchmarking the procurement function
- Developing improvement plans
Running head GLOBAL ENGAGEMENT 1 Global Engagement .docxwlynn1
Running head: GLOBAL ENGAGEMENT 1
Global Engagement
Student Name
Embry-Riddle Aeronautical University
Sample Paper for MGMT 335 IB Analysis – Author Note(s) and Key Words are NOT
REQUIRED for these short APA 6th edition papers.
GLOBAL ENGAGEMENT
2
Abstract
This paper will show the relationship between businesses that seek to expand in the global
community. Selection of key strategies for organizational success depend upon selection of
business partnerships that will expand markets and grow business. Expansion into the
international global community can bring increased value, new customer markets, logistic
support, and connections for both the home and host countries. Many companies seek to expand
through exporting, licensing, franchising, joint ventures or wholly owned subsidies in foreign
countries. This paper will focus on the alliances necessary to support the entry strategy into a
foreign market.
GLOBAL ENGAGEMENT
3
Global Engagement
The Issue - Business commitment to global operations or support can be key to the
business success or even continued operations. New and existing business must make strategic,
long term, decisions to increase or maintain growth and development of their products and or
services. A product and or service life cycle is based on many factors. Some of these factors
include selecting country relationships, business strategies, and the best strategies to develop low
cost or product differentiation opportunities to expand markets.
The problem – Finding the right product, country, and partner or business associate is
tough. Once a product/service is established and a country is selected the primary objective for
alliance must be decided. The firm’s strategies must also be compatible with a host partner. A
firm must spend the right amount of time investigating, visiting, talking, and collaborating with
potential strategic partners. Once a strategic alliance partner is selected the expectations of each
partner must be maintained. The integrity of the alliance must be a priority for each partner.
Developing expatriate and/or inpatriate manager associations and assignments can cement the
relationship as important and working for each partner. Getting stuck with the wrong partner can
add time, execution complexities, and cost to operations. Managers need to avoid this by
working diligently on this first step. Find the right partner (Taylor, 2015).
How do alliances and strategies meet to form and select the best entry mode and partner
relationships? Identifying the necessary skills and resources is key. Partners can be business and
other investors or business relations with the logistics necessary to buy, store, transport or sell
products that increase revenue above the costs necessary for each operation. Risk assessment and
sharing through partnerships can result in lower cost for required competencies like research an.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
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?
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Mergers, acquisitions, and divestitures are full of opportunities to take advantage of complementary resources, discover new market opportunities, reinvent processes, and capitalize on excitement. Familiarize yourself with best practices to ensure your organization is getting the most value out of the deal.
Having supported over $400 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers our speaker and industry-expert, CEO and Founder of eprentise, Helene Abrams discusses key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
With over 20 years of experience, technology specialist and influencer Husein Fazal, the Head of Financials and Procurement at Claremont, has delivered many successful enterprise-level programmes, with a strategic vision and the ability to translate that vision to an operational solution, providing an engaging narrative for stakeholders throughout the merger, acquisition, and divestment process.
Business growth doesn’t come from wishful thinking. As you know, it takes a lot of hard work. The growth of your business is not an option – it is a necessity. Coordinating the right mix of strategies to gain market share and improve client acquisition rates is essential to advance your firm in today’s economy.
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
2. What company is this?
29 marquis global partnerships across 6
years, almost 5 major partners/year
Industries:
Smartphones
Software
Telecom
Tech Services
Entertainment
Consumer Product Goods
Building Supplies
Education
Electronics
Social Networking
Storage
Electronic Goods
Merchandising
Focused on:
Technology
Distribution
Branding/Marketing
Sales Channels
2
3. Introduction
Average of 5000 major
partnership deals each
year.
Healthcare has over 550
major deals annually
Business partnerships have
high success rates:
Examples:
Keiretsu
Franchises
Mega Supplier Networks (e.g.
Walmart)
1. Business Alliances Guide: The Competitive Weapon. Robert Porter Lynch
Note: Alliance and Partnership is used interchangeably. However,
a Partnership may represent a distinct legal entity with different
criteria and responsibilities than two independent firms working
together. From a Product Mgr perspective, we are using the term to
be a variation on partnering or cooperating with another firm instead
of the formal legal definition.
3
4. Agenda
Partnering, The Forge, Examples
Partnering & Alliances for Product Mgrs
So What? Why Should I Care?
Partner Operations – Build, Sell, Manage
Types of Alliances/Partnering
Business Growth – Build, Buy, Partner
Partner Life Cycle
5 Success Factors for an Alliance/Partnership
Legacy Partnerships – Inheritance
Q&A
4
5. Partnering
Alliances and partnerships are developed to enhance
your product offering and create a collaborative
advantage
Partnering is the least structured of the three key growth
strategies for business:
Build, Buy, or Partner
Partnering also supplements your Build or Buy strategy
Product
Functionality
Product Factors at Launch
Logistics,
Fulfillment
Supplier
Access
Customer
Support
Time to
Market
Customer
Access
Marketing,
Branding
Finance/Cost
Structure
Distribution
Channels
Operational
Financing
Competitive
Advantage
Innovation,
Technology
Partnerships exist to fill gaps such as
5
7. Examples of Partnering
Examples of key partnerships
Sales Teams (Internal)
PR/Marketing (Internal/External)
Outsourcing/Offshoring (External)
Supply Channel (External)
Other Examples?
Sales
TeamSales
TeamSales
Team
Liaison
Agency
Marketing
Dev Team
PMO/PM
Partner
SitePartner
SitePartner
Site
7
8. Product Mgrs and Partnerships
Why should I care?
Product growth
New market entry
Competitive advantages
Reduce cost structure
Mitigate risk
Access Innovation/Technology
Establish market credibility
Recruit top talent
Financing
Build economies of scale (and scope)
…
Few organizations are large enough and broad enough to
tackle all markets – even within their own specialization
and code competencies
8
10. Types of partnering
Visibility
• Internal
• External
• Stealth
Control
• Junior/Senior
• 50/50
• Consortium
• Subsidiary
Formality
• Discreet, Non-collusive
• Handshake/Verbal
• Informal Agreement/
MOU/MOI
• Formal Contract
• SLAs, Addenda, multi-unit
Engagement
• Collaborative, frequent
status communications
• Dedicated Liaison
• Multi-level ownership
• Cross-functional
dependencies
• Dedicated
funding/resources
• Shared data, resources
• Shared customer status
Strategy
• Resources
• Technology
• Customer base
• Industry leverage
• Logistics/Process
Stage
• Brainstorming, startup,
NPD
• Mature product
• Declining value product –
revitalization/termination
1. Figure 2.4 Business Alliances Guide: The Competitive Weapon. Robert Porter Lynch
Product Managers
typically operate here, but
sometimes extend to JVs,
M&A, and new business
units.
10
11. Product Growth-
Build, Buy, or Partner
Build Buy Partner
+ Product Design & Control
+ IP
+ Higher Margins
(depending on product)
+ Cutting Edge Tech
+ Time to Market
+ IP
+ Stable platform
+ Negotiable arrangement
+ Time to Market
+ Low Switching Costs
+ Stable Platform
+ Development Costs
+ Negotiable arrangement
- Time to Market
- Development Costs
- Market Forecasting Risks
- Unstable platform
- Acquisition Costs
- Integration Costs
- Legacy Platform Risks
- Sunk Costs
- Product Control
- Integration Costs
- Typically Lower Margins
- Typically Shared Revenue
- IP
- Non-compete
Note: In certain cases, not all these criteria apply. For instance, partnering may not necessarily result in shared revenue if the
contractual arrangement is designed appropriately.
Partnering provides a unique path that is often overlooked for most product initiatives.
Despite control issues, the rewards, higher capacity for your resources and time to market
makes up for this and can usually be managed.
11
12. Alliance/Partnership Life Cycle
Form
High ambiguity
Objectives and operations outlined
Negotiations for revenue share
Expectations set and due diligence
Partner format established
Sustain
Optimization of operations
Hidden conflicts arise
Alignment with strategic goals are
tested
Realignment efforts and re-
negotiation
New contracts, Addenda,
unforeseen conditions addressed
Terminate
Performance data shows change in
strategic or profitability value to one
or both partners
Termination trigger criteria
established
Contract modifications, addenda
introduced to enable equitable exit
strategy
Typical Junior-Senior Partner Alliance Life Cycle
Growth
Time
Growth: Increased revenue, operational efficiency, reporting
and data sharing increased, co-marketing/branding, and
technology IP shared. Trust typically increases as well.
Time: Partnerships have varying time and length of
execution, averaging 3-5 yrs. Dependencies on technology
typically result is shorter term partnerships in the US
12
13. Leveraging Partnerships
Achieve Strategic Goals1
Filling in the gaps in the overall product solution to develop a
strategic fit with corporate and product objectives
Mitigate Risks
Reducing the impact of risks such as financial, competitive, or
technology factors that can diminish the product or market
potential – many large companies have perfected defensive
strategies to a science, e.g. MSFT
Increase Rewards
Expected increase in returns through revenue, profitability or cost
containment – however this may also impact non-financial metrics
such as brand recognition or customer satisfaction.
Leverage Scarce Resources
Effectively increase the value of limited financial and other
resources (e.g. human) to commit to core competencies, and
specialization. This leverages the alliance to enable more impact
in the obligations of the firm
1. Paraphrased - Business Alliances Guide: The Competitive Weapon. Robert Porter Lynch, p.21 13
14. The Ideal Partner
High integrity
Fast response time
Strategic fit
Experts at what they do
Strong, transparent communication
Vested interest in mutual success
Dedicated liaison and commitment
Engaged in operational planning
Flexible to change
Strong managerial chemistry
14
15. The Nightmare Partner
Limited vested interest in product organization
Develops internal agenda in the name of the
partnership
Defames product organization’s brand name with
poor quality customer engagement
Focused on a transactional relationship only
Limited or poor communication structure
Does not commit to spirit or letter of the contractual
arrangement
Limited integrity, does not honor contract terms
15
16. Alliance Success – Five factors
Trust
Vested interest in your partner
Mutual Gain
Transparency
Communication
Frequent
Informative
Transparent
Flexibility
Ability to change
Adjust to market changes
Adjust to internal corporate changes
Fit
Chemistry
Strategic Fit
Motivational Fit – (usually financial)
Capability
Excellence
Expertise
Specialization
Dedication
16
17. Legacy Partnerships
Assessment of the inherited partnership
Principal Chemistry
Ongoing Strategic Value Assessment
State of Affairs – New constraints, obstacles, or restrictions
Action Steps - Initial
Review of history to understand past efforts at building and
avoid repeating mistakes
Re-establish goals, objectives, metrics, and target deliverables
Review contractual material and confirm with partner to ensure
interpretations are synchronized
Re-establish Routines
Revise and re-establish partner operations plan
Share new information from relationship in shared venue
Communicate and ask for feedback
17
18. More Information
Business Alliances Guide: The Hidden Competitive
Weapon – Robert Porter Lynch
http://hbr.org/1994/07/collaborative-advantage-the-art-
of-alliances/ar/1
Leveraging Strategic Partnerships – Angela S. Calzone,
Change & Response Strategies, LLC.
http://seangallaghersite.com/yahoo_site_admin/assets/d
ocs/Business_Alliances_early_stage_problems.601305
6.pdf
Strategic Alliances: Three Ways to Make Them Work
(Memo to the CEO) – Steven Steinhilber
18
All product managers need to build relationships with internal and in many cases external partners. When engaging with business units like sales or finance or when you engage with partners who are building your products, or (gasp!) who are buying/distributing them - you need to keep everyone on your side. What are some of the key parts of making these relationships work. How do you form the partnerships? How do you build off of relationships handed over to you? What do you do to maintain, build on, and leverage relationships in the product arena when you need them the most? How do you know when the hammer doesn't fit the nail. We'll dissect the ideal and not-so-ideal partners, and engage the group in some real dialogue on the type of partner-smithing necessary to build the next generation of products well. Real-life audience experiences welcome!
Statistics on partnerships – interesting factsKeiretsu – Vertical supply chains – lifelong, deep partnershipsFranchises – Complete support structure and built in trust for scalability – McD’s, H&R Block to 7-11, and Enterprise, highly successful modelsWalmart achieved success in large part due to the 5000+ supply partnerships it formed to bring all consumer products to their superstores.
Agenda page
The value of alliancesAll firms engage in some level of partneringProduct managers also partner on usually a smaller scale, but in many cases significant level
The value of alliancesDefinition of a partnership – describe the hammer (partner resources), anvil (product manager resources) and hot iron (product)
Sales Teams - When I worked at Monster, we developed strong internal partnering channels with dedicated liaisons to ensure that we could bring the sales teams up to speed on innovations in our product line.PR/Marketing – Working with 3rd party agencies for creative, while simultaneously building marketing campaigns and trade events such as webinars and trade show participation, we succeeded in leveraging partners both internal and externally to build word of mouth awareness of the productOutsourcing/Offshoring – Development work was executed through multi-level partnering with contractors and subcontractors to build and execute the technical aspects of our new innovationsSupply Channel – Our customers purchased advertising through us, but we distributed these to highly specific vertical sites to build customer reach and generate sales value.
Reasons for partnerships and alliancesOrganizations work together to build economies of scale for their product lines.
Partnership Objectives for PMsBuild, Sell, and Manage the product are the key reasons to engage a partner.Case study – Online Procurement Tool – driving value for Typically falls into one of these categories – within each, the product mgr has an objective for the partner to provide a specific service or function. These may tie into a broader set of functions related to the gaps outlined prior.We examine how this impacts the product organization and partner – final decision maker, who will be held accountable, who will be responsible for sharing information, and who will learn from the arrangement
Types of partnering
Build, Buy, PartnerPartnering enables fast turnaround, and if designed right can be highly profitable.
Partnership life cycleBuildSustainTerminate
How PMs can leverage partnerships/alliances
Ideal Partnership example
Nightmare partnership example
Key factors for alliance success – Trust – Most Critical of all – the ability to establish and show a vested interest in the success of the partner as well as your organization. The ability to maintain the highest standards ofProfessionalism and integrity. Optimistic attitude and full confidence that partner is working on your behalf.Communication – Regular communication across both parties to keep each other abreast of status, challenges, including transparencyFlexibility – Ability to change, adjust to new circumstances within the relationshipFit – Appropriate contact chemistry, strategic fit, and motivational (financial) fitCapability – Excellence in motion
How to manage partnerships that have been handed to youPrincipal Chemistry – Does the new hammer and anvil function togetherStrategic Value – Do you still need to forge ahead, or are pliers sufficientState of Affairs -