Alliance Brand

<p>FOREWORD BY JEFF ALEXANDER, SEEDA xiii</p>
<p>ACKNOWLEDGEMENTS xv</p>
<p>PREFACE xix</p>
<p>PART I USING ALLIANCES TO CREATE VALUE 1</p>
<p>1 HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES 3</p>
<p>What is value 3</p>
<p>Understanding competitive advantage 6</p>
<p>2 UNDERSTANDING ALLIANCES 13</p>
<p>Alliance ambiguity 13</p>
<p>Defining alliances 14</p>
<p>What alliances are not 16</p>
<p>Assets are what you access 17</p>
<p>Alliances pervade the value chain 18</p>
<p>Alliances have differing values and importance 21</p>
<p>Partners come from various sources 24</p>
<p>Complex relationships 26</p>
<p>3 FORCES DRIVING FOR ALLIANCES 29</p>
<p>Customer demands and industry standards 30</p>
<p>Increasing pace of change with growth and cost pressures 31</p>
<p>Regulation and governance 33</p>
<p>Increasing M&amp;A challenges 35</p>
<p>Capital, size, learning and competitive threat 36</p>
<p>4 WHAT WINNING ALLIANCES LOOK LIKE 39</p>
<p>Alliance spirit 39</p>
<p>Building trust 40</p>
<p>What an organisation that wins with alliances does for success 47</p>
<p>5 FORCES CHALLENGING ALLIANCE SUCCESS 53</p>
<p>Alliance failure rates 53</p>
<p>Other forces challenging success 60</p>
<p>6 ALLIANCE BRAND 67</p>
<p>Reputation in context 67</p>
<p>Brand in context 70</p>
<p>Alliance brand; a timely initiative 72</p>
<p>Examples of alliance brands 76</p>
<p>Getting results, reputation and alliance brand status 80</p>
<p>Does your organisation need an alliance brand? 82</p>
<p>PART I SUMMARY 85</p>
<p>PART II HAVING A CAPABILITY TO PARTNER 87</p>
<p>7 CLARITY ON STRATEGY AND DIRECTION 91</p>
<p>The importance of clarity on strategy and direction 92</p>
<p>Pitfalls to avoid 96</p>
<p>Achieving clarity on strategy and direction 98</p>
<p>How to ensure the strategy and direction create value 100</p>
<p>8 CLARITY ON CORE COMPETENCES 105</p>
<p>The importance of clarity on core competences 106</p>
<p>Defining core competences 107</p>
<p>Effective internal analysis 110</p>
<p>The challenges of internal analysis 121</p>
<p>What happens next 122</p>
<p>9 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES 125</p>
<p>Alliances are only one option 125</p>
<p>Strengths and weaknesses of other options 126</p>
<p>Bringing it together in a coherent framework 129</p>
<p>10 ATTRACTIVENESS OF ASSETS 135</p>
<p>Using assets effectively 135</p>
<p>Leveraging assets 140</p>
<p>Identifying assets 140</p>
<p>Assessing values 142</p>
<p>Conducting asset risk assessments 144</p>
<p>Setting the framework for use and monitoring its effectiveness 146</p>
<p>11 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY 149</p>
<p>Collaborative cultures 149</p>
<p>Factors affecting collaboration 152</p>
<p>12 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS 177</p>
<p>View increasing legislation as opportunity not threat 178</p>
<p>Dealing effectively with complex relationships 183</p>
<p>Managing reciprocity 191</p>
<p>13 EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE 193</p>
<p>Ability to segment, measure and manage overall portfolio performance 194</p>
<p>Programme fit and importance within the firm 204</p>
<p>Resources focused on alliance activity 208</p>
<p>Ease of doing and not doing business with other parties 223</p>
<p>Proposition attractiveness 227</p>
<p>Ability to select the right partners and relationships 232</p>
<p>Ability to deliver on alliance commitments 234</p>
<p>Ability to develop, protect and share knowledge 239</p>
<p>PART II SUMMARY 243</p>
<p>PART III WINNING WITH ALLIANCES 245</p>
<p>14 PHASE 1: PRE–ALLIANCE 249</p>
<p>Context 249</p>
<p>Phase 1 aims 250</p>
<p>Output A: forces pushing for the alliance 250</p>
<p>Output B: alliance as the right choice 252</p>
<p>Output C: headline benefits 253</p>
<p>Output D: headline risks 253</p>
<p>Output E: sponsor identified and stakeholders on board 254</p>
<p>Output F: support resources and costs 257</p>
<p>Progress to Phase 2 257</p>
<p>Pitfalls to avoid 258</p>
<p>Summary of tools needed for Phase 1 258</p>
<p>15 PHASE 2: PRE–PARTNER 261</p>
<p>Context 261</p>
<p>Phase 2 aims 262</p>
<p>Output A: alliance team alignment 262</p>
<p>Output B: attractive value proposition for the participants 266</p>
<p>Output C: organisation readiness 275</p>
<p>Output D: ideal partner characteristics 278</p>
<p>Output E: engagement plan and partner selection 283</p>
<p>Output F: stakeholder and risk management 288</p>
<p>Progress to Phase 3 288</p>
<p>Pitfalls to avoid 288</p>
<p>Summary of tools needed for Phase 2 290</p>
<p>16 PHASE 3: WITH–PARTNER PLANNING 293</p>
<p>Context 293</p>
<p>Phase 3 aims 294</p>
<p>Output A: compelling value proposition and targets aligned 294</p>
<p>Output B: complete mutual due diligence 299</p>
<p>Output C: effective relationship architecture designed 300</p>
<p>Progress to Phase 4 314</p>
<p>Pitfalls to avoid 314</p>
<p>Summary of tools needed for Phase 3 316</p>
<p>17 PHASE 4: ALLIANCE LAUNCH 317</p>
<p>Context 317</p>
<p>Phase 4 aims 318</p>
<p>Output A: project and change management 319</p>
<p>Output B: announcing the alliance 321</p>
<p>Progress to Phase 5 322</p>
<p>Pitfalls to avoid 322</p>
<p>Summary of tools needed for Phase 4 323</p>
<p>18 PHASE 5: WITH–PARTNER DELIVERY 325</p>
<p>Context 325</p>
<p>Phase 5 aims 326</p>
<p>Outputs A and B: results and relationships 326</p>
<p>Progress to Phase 6 332</p>
<p>Pitfalls to avoid 332</p>
<p>Summary of tools needed for Phase 5 333</p>
<p>19 PHASE 6: ALLIANCE REVIEWS 335</p>
<p>Context 335</p>
<p>Phase 6 aims 336</p>
<p>Output A: objective assessment 336</p>
<p>Output B: actions and next steps 341</p>
<p>Progress 342</p>
<p>Pitfalls to avoid 343</p>
<p>Summary of tools needed for Phase 6 343</p>
<p>20 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES 345</p>
<p>Getting started 346</p>
<p>Standing out from the crowd 349</p>
<p>ALLIANTIST services 350</p>
<p>Concluding remarks 351</p>
<p>APPENDIX ALLIANCE BRAND QUICK TEST 353</p>
<p>REFERENCES 357</p>
<p>INDEX 363</p>