Ard-Pieter de Man's Alliances: An Executive Guide to Designing Successful PDF

By Ard-Pieter de Man

ISBN-10: 1118486390

ISBN-13: 9781118486399

A well timed and useful consultant that is helping senior managers layout profitable strategic partnerships Strategic alliances are more and more universal between sleek enterprises and a sizzling subject in modern company colleges. Alliance is a cosmopolitan advisor to crafting profitable partnerships, providing a mix of rigorously designed checklists, up to date examples and situations from all over the world, and the instruments had to make sure that all components of an alliance are taken under consideration and completely assessed. such a lot managers do not need the event or wisdom to create a sensible alliance governance constitution. This ebook fills that wisdom hole with a transparent description of the correct implementation technique. * perfect for company leaders engaged in development a company alliance and enterprise tuition scholars * Covers all the to be had alliance constitution, describes the development blocks of alliance layout, and defines a good strategy for managers developing alliances * Written by way of a number one professional at the topic who's a member of the Board of administrators of the organization of Strategic Alliance pros because the recognition and frequency of company strategic alliances grows, Alliance provides company leaders the perception and useful suggestion they should ascertain their partnerships gain all events.

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Additional info for Alliances: An Executive Guide to Designing Successful Strategic Partnerships

Example text

Equity stakes should not be used solely to create commitment. The vision and a sound business plan should be sufficient for that. If a feeling exists that cross-equity stakes are necessary only to increase commitment, the business plan may not be compelling enough. Internal incentives By their nature, alliances affect the internal organizations of the partners involved. This aspect of alliances is often overlooked, particularly with respect to governance and target setting processes through which numerous difficulties may arise.

Consider the case of a biotech company that partnered with a large pharma company. They set up a joint venture to develop the biotech’s IP (intellectual property) into a product that could be brought to market. The biotech company contributed its IP to the joint venture. For various reasons, the joint venture went bankrupt. The biotech company expected the IP to be returned, but the original alliance agreement stated nothing regarding this issue. A judge ruled that because the joint venture was co-owned, the IP was jointly owned as well.

For example, Air France/KLM and Delta Airlines identified the scope of their alliance as all passenger traffic across the North Atlantic and India. Philips and Sara Lee/DE defined the scope of their alliances in the coffee market by limiting their work to the “packaged coffee” market – coffee packaged in small pods for a single person. Despite – or because of – their narrow scope, both alliances developed into sizeable businesses. The scope of an alliance also helps determine who contributes what.

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Alliances: An Executive Guide to Designing Successful Strategic Partnerships by Ard-Pieter de Man


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