how to develop business skills with other firm or company or say alliances and what should be our strategies for increasing profit by developing their interpersonal relations and what should be the idea for making a good partnership.
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...Maz (Mazhar) Syed
Hi & Thanks for visiting ....
Are YOU currently having difficulties with existing Business Partners, Value-added Partners, Solution Partners, Strategic Partnerships, and Strategic Alliances?
This presentation will significantly help! :-)
Maz
Dubai / Mobile - IMO - Whatsapp: +971-56-1706553
Author & Writer
Sales Trainer, Leadership Trainer, Management Trainer, Communication Trainer
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.
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?
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.
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...Maz (Mazhar) Syed
Hi & Thanks for visiting ....
Are YOU currently having difficulties with existing Business Partners, Value-added Partners, Solution Partners, Strategic Partnerships, and Strategic Alliances?
This presentation will significantly help! :-)
Maz
Dubai / Mobile - IMO - Whatsapp: +971-56-1706553
Author & Writer
Sales Trainer, Leadership Trainer, Management Trainer, Communication Trainer
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.
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?
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.
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
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Joining Forces to Increase Access: An Interim Progress Report on the NYC Loca...TCC Group
In mid-to-late 2016, Accion, Excelsior Growth Fund (EGF), and Renaissance Economic Development Corporation (REDC), came together to form the NYC Local Lending Collaborative (the Collaborative).
The three financial institutions, each with a successful history = and niche, came together as part of a successful grant application for JP Morgan Chase’s PRO Neighborhood initiative.
The purpose of the Collaborative is to address income inequality by financing small business owners located in low-income and highly distressed neighborhoods.
Learn more: www.locallending.nyc
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.
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
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Joining Forces to Increase Access: An Interim Progress Report on the NYC Loca...TCC Group
In mid-to-late 2016, Accion, Excelsior Growth Fund (EGF), and Renaissance Economic Development Corporation (REDC), came together to form the NYC Local Lending Collaborative (the Collaborative).
The three financial institutions, each with a successful history = and niche, came together as part of a successful grant application for JP Morgan Chase’s PRO Neighborhood initiative.
The purpose of the Collaborative is to address income inequality by financing small business owners located in low-income and highly distressed neighborhoods.
Learn more: www.locallending.nyc
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.
How adding structure helps improve the value and results of strategic partnerships and alliances. Structure is a set of standardized processes to evaluate and manage partnerships
This presentation summarizes ways to add structure at three key phases: Choosing the right partners; Rolling-Out – Launching new partnerships; Managing existing partnerships to achieve your goals.
Strategic partnerships and alliances help organizations enter new markets, deliver enhanced service and build customer loyalty. Using structure with partnerships increases results.
Evaluating an M&A strategy to expand impact and enhance outcomesGrant Thornton LLP
While organizational objectives can be achieved by establishing one-off partnerships and informal collaborations, some not-for-profits have elected
to expand impact by formalizing relationships via an M&A (Mergers & Acquisitions) strategy.
Working in partnership with businesses is an increasingly central strategic priority for many NGOs. Yet for every successful high profile partnership, there are many others that do not even get off the ground, or fail to deliver real value despite plenty of work on both sides. In this short Insights report, CoCreate Senior Consultant Andy Caldwell explores some of the emerging trends in NGO-Business Partnerships, specifically providing five key insights for NGOs and other organisations looking to partner with businesses.
To learn more about our work in the area of Corporate-NGO partnerships, check out our Corporate Partnership Essentials Webinar Training Course: http://www.cocreateconsultancy.com/events/webinar-training-course-corporate-partnership-essentials
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
2. What Is Partnership?
• It is intended to help you find and grow long-
term relationships with people in other
organizations. These could be in the public
sector (other universities, funding sponsors,
governments or charities) or the private sector
(companies and industries).
3. Continued…
• It offers best practice advice on how to plan,
think big, build trust and turn a research
project into a potential long-term strategic
relationship that can develop and sustain our
research activity.
4. Why have partnerships?
• Competitive pressures in industry are global.
They force companies to innovate in a way
that will make a sustainable, long-term
difference to their bottom line.
• In our own sector, the global distribution of
intellectual capital has led to a clear trend in
research funding away from traditional
project cycles towards longer-term funding
with fewer, larger, cross-disciplinary awards.
5. Continued…
• Working in partnership is a proven way of
reducing the risk and cost of achieving long-
term sustainability.
6. What does a good partnership
look and feel like?
There is no single definition of a partnership, but
there are many different kinds-
• Strategic business arrangements with clear
deliverables, usually driven by academic research
and/or expertise with significant market value.
• Less structured partnerships that are more business-
to-business (B2B) and driven largely by organizational
values and foresight.
• People can work in partnership with peers, funders,
industry, charities and so on.
7. Partnerships also have these
sorts of characteristics-
• Complete trust amongst partners. There may be
formal agreements to protect partners when
arrangements were set up, but they are no longer
the cement that holds the partnership together –
trust is. Any barriers (either cultural or
organizational) that exist between partners are
minimized by trust.
• The partnership has a common vision that extends
over 5 or more years and is clearly understood and
supported by the partners.
8. Continued…
• Strategic partnerships are managed by a
dedicated professional team.
• There are regular meetings between partners
that are well attended because people really
want to attend.
• Working in partnership helps deliver
exceptional results that could not be delivered
in isolation.
• There is mutual benefit to partners in terms of
human and organizational learning and
development.
9. Strategic Partnership-
• Despite the variety of partnership
arrangements, academics and industry
practitioners agree on those characteristics
that differentiate strategic partnerships from
mergers and other forms of inter-
organizational collaboration.
• Strategic partnerships are co-operative
relationships between two or more
independent organizations, designed to
achieve mutually beneficial business goals for
as long as is economically viable.
10. Continued…
• Take one example-the multi-year partnership
between Intel and Hewlett-Packard to develop
a next-generation computer chip, which began
in the mid-1990s, is an example of a very
complex alliance. The two companies had to
learn to integrate and coordinate not only their
respective technologies, but also teams of chip
designers working together to develop and
validate a very complex product.
11. Basic Steps To Building Long-Term
Strategic Partnerships-
1. Know yourself. This means you have a plan for
your research and you’re starting to understand
your position within your peer group – you know
where you are.
2. Think big. This means you have the foresight to
see the opportunities and potential partners
available to you and your research – you’re aiming
for excellence and you know what that looks like.
3. Gain trust. This means you behave professionally
and with integrity in your relationships with
funders and collaborators, you’re proactive and
responsive and you do what you say you will.
12. Continued…
3. Build the team. This means you create the
resources to manage your activities, allowing
you to do what you do best – the research.
4. Make it business-to-business. This means the
relationship has become a strategic alliance –
the senior executive teams in the organizations
involved are helping to create a lasting business-
to-business arrangement.
13. How To Select Ideal Partner-
• Ideal partners have compatible objectives,
complementary resources and skills,
organizational fit in terms of culture and
processes and a willingness to ally with each
other.
• During the Find phase, legal knowledge is
needed to understand the ramifications of
aligning with a particular organization.
• This knowledge is particularly useful when
forming an alliance with one organization that
may affect a relationship with an existing
partner.
14. Continued…
• For instance, in the pharmaceutical arena,
where competition is fierce and R&D costs are
high, joining forces with one company may
leave another partner feeling uneasy; it may
also breach existing contracts with that partner.
15. Continued…
• In this phase, industry knowledge is also
important when selecting partners. For instance,
one financial services organization always
examines various industries such as
telecommunications and retail to identify key e-
commerce strategies in those areas. Because
profit is that, the organization is better able to
target compatible and complementary partners.
16. How To Deal With Partner-
• The Design phase includes structuring and
negotiating an agreement with the partner.
During negotiations, successful partners evaluate
and align the strategic objectives for the alliance.
Knowledge about a partner’s strategic objectives,
products and services is important at this point in
the alliance process.
• Knowledge about your own company’s skills is
particularly important for defining work roles and
support requirements with your partner.
17. Continued…
• In our study, we found that one large software
company used information about a potential
software partner’s strategic objectives to entice
that partner into joining a strategic alliance. By
accessing information about the targeted
partner’s strategic objectives, the large software
company was able to identify one of the targeted
company’s key strategic partners. The large
software company used this information and built
a relationship with the targeted company’s
strategic partner. As a result, the large software
company developed a partnership with the
originally targeted software company.
18. How Can We Manage Partnership-
• organizations develop an effective working
environment with the partner to facilitate the
completion of the actual work. The types of
information and knowledge that are critical at
this stage include performance measures as well
as feedback from both partners on how they
think the alliance is progressing.
• At this point in the alliance, the social aspects of
the partnership become important, since team
members from both partners are
communicating and interacting with each other.
19. Continued…
• Managing relationships and maintaining trust
are critical during this phase. Often associated
with alliance success, trust between partners
reduces the need for the strict monitoring of the
alliance and time-consuming contract
renegotiations.
• Many companies involved in alliances organize
non-work-related activities for alliance teams on
both sides. Providing an outlet for developing
personal relationships among alliance team
members is important for increasing trust
between partners.
20. Continued…
• Successful alliances often have feedback and
learning mechanisms. For example, one leading
pharmaceutical company known for its
reputation as a preferred alliance partner, asks
all partners a set of specific questions
concerning its alliance performance. Using this
survey mechanism is a useful way of improving
alliance performance in the Manage phase.
• Successful alliance partners also learn to
manage the termination of the partnership.
21. Continued…
• Maintaining a positive bond with the partner
even after the project is complete is useful,
since new opportunities will ultimately arise.
Also critical is a company’s willingness to
capture and disseminate lessons learned after a
project is complete. This enables the company
to build an organizational memory and
competency around alliance management.
22. Continued…
• For instance, one leading pharmaceutical
company offered tickets to a local sporting
event. Another technology company organized a
golf event, while other companies provided
after-work social gatherings. These examples
offer team members from both organizations an
opportunity to get to know one another outside
their daily work environment.
• During the Managing, it is extremely important
to promote and maintain open communication
about both organizations’ performance in the
alliance and to incorporate this feedback
formally.
23. Apply Knowledge management
solution-
• Knowledge management principles and
techniques play an important part in the
success of an alliance.
• Some basic principles include: a systematic
approach for capturing, codifying and sharing
information and knowledge, a focus on
building social capital to enable collaboration
among people and communities, an emphasis
on learning and training, and a priority on
leveraging knowledge and expertise in work
practices.
24. Social Relationship-
• Knowledge creation and sharing in an alliance is
very much a social activity.
• To appreciate how knowledge is created
effectively in an alliance requires an
understanding of the social relationships among
the individuals in the partnership.
• Negotiations in which both partners act in good
faith and strive for a “win-win” outcome will
result in trust being established quickly.
25. Continued…
• Also, both partners should be clear about the
process and norms of interaction (e.g.,
frequency of review meetings). Informal, non-
alliance-related events are another way of
building social capital with the partner.
26. Communities-
• Communities of practice allow for the sharing
of personal experiences and tacit knowledge
based on a common interest or practice.
• Alliance communities should be established to
allow managers and team members to share
their personal experiences and to help each
other with challenging problems.
• Communities of practice can also serve as a
mechanism for developing tools and
intellectual capital that alliance managers can
leverage.
27. Summary-
• Finally, companies should institutionalize their
alliance know-how by creating formal alliance
processes and programs. While some
companies may opt for a more grass roots,
community based approach, others may
choose to implement dedicated alliance
organizations. Such decisions depend on an
organization’s context and culture
28. Continued…
• Companies who have reached this level of
maturity are often viewed as preferred
partners, and enjoy the benefits of a preferred
partner.
• As we have discussed, alliance management
can become a capability created by employing
a knowledge-based approach. Most
importantly, leveraging knowledge
management across your company’s strategic
alliances is both a critical success factor and a
differentiator among partnering companies.