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Alliance brand: fulfilling the promise of partnering

Author: Darby, Mark Publisher: Wiley, 2006.Language: EnglishDescription: 376 p. : Graphs/Ill. ; 24 cm.ISBN: 9780470032183Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD2795 .D37 2006
(Browse shelf)
900186018
Available 900186018
Total holds: 0

Includes bibliographical references and index

Digitized

CONTENTS Alliance Brand Alliance Brand FOREWORD BY JEFF ALEXANDER, SEEDA ACKNOWLEDGEMENTS PREFACE PART I USING ALLIANCES TO CREATE VALUE 1 HOW VALUE AND ADVANTAGE AFFECT Xlll ... xix FIRM ACTIVITIES What is value Understanding competitive advantage 2 UNDERSTANDING ALLIANCES Alliance ambiguity Defining alliances What alliances are not Assets are what you access Alliances pervade the value chain Alliances have differing values and importance Partners come from various sources Complex relationships FORCES DRIVING FOR ALLIANCES Customer demands and industry standards Increasing pace of change with growth and cost pressures Regulation and governance Increasing MandA challenges Capital, size, learning and competitive threat WHAT WINNING ALLIANCES LOOK LIKE Alliance spirit Building trust What an organisation that wins with alliances does for success FORCES CHALLENGING ALLIANCE SUCCESS Alliance failure rates Other forces challenging success ALLIANCE BRAND Reputation in context Brand in context Alliance brand; a timely initiative Examples of alliance brands Getting results, reputation and alliance brand status Does your organisation need an alliance brand? PART I SUMMARY PART II HAVING A CAPABILITY TO PARTNER 7 CLARITY O N STRATEGY AND DIRECTION The importance of clarity on strategy and direction Pitfalls to avoid Achieving clarity on strategy and direction How to ensure the strategy and direction create value 96 98 100 105 106 107 110 121 122 8 CLARITY O N CORE COMPETENCES The importance of clarity on core competences Defining core competences Effective internal analysis The challenges of internal analysis What happens next 9 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES Alliances are only one option Strengths and weaknesses of other options Bringing it together in a coherent framework 125 125 126 129 10 ATTRACTIVENESS OF ASSETS Using assets effectively Leveraging assets Identifying assets Assessing values Conducting asset risk assessments Setting the framework for use and monitoring its effectiveness 135 140 140 142 144 146 11 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY Collaborative cultures Factors affecting collaboration 149 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS View increasing legislation as opportunity not threat Dealing effectively with complex relationships Managing reciprocity EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE Ability to segment, measure and manage overall portfolio performance Programme fit and importance within the firm Resources focused on alliance activity Ease of doing and not doing business with other parties Proposition attractiveness Ability to select the right partners and relationships Ability to deliver on alliance commitments Ability to develop, protect and share knowledge PART II SUMMARY PART Ill WINNING WITH ALLIANCES 14 PHASE 1: PRE-ALLIANCE Context Phase 1 aims Output A: forces pushing for the alliance Output B: alliance as the right choice Output C: headline benefits Output D: headline risks Output E: sponsor identified and stakeholders on board Output F: support resources and costs Progress to Phase 2 Pitfalls to avoid Summary of tools needed for Phase 1 15 PHASE 2: PRE-PARTNER Context Phase 2 aims Output A: alliance team alignment Output B: attractive value proposition for the participants Output C: organisation readiness Output D: ideal partner characteristics Output E: engagement plan and partner selection Output F: stakeholder and risk management Progress to Phase 3 Pitfalls to avoid Summary of tools needed for Phase 2 16 PHASE 3: WITH-PARTNER PLANNING Context Phase 3 aims Output A: compelling value proposition and targets aligned Output B: complete mutual due diligence Output C: effective relationship architecture designed Progress to Phase 4 Pitfalls to avoid Summary of tools needed for Phase 3 17 PHASE 4: ALLIANCE LAUNCH Context Phase 4 aims Output A: project and change management Output B: announcing the alliance Progress to Phase 5 322 Pitfalls to avoid Summary of tools needed for Phase 4 18 PHASE 5: WITH-PARTNER DELIVERY Context Phase 5 aims Outputs A and B: results and relationships Progress to Phase 6 Pitfalls to avoid Summary of tools needed for Phase 5 19 PHASE 6: ALLIANCE REVIEWS Context Phase 6 aims Output A: objective assessment Output B: actions and next steps Progress Pitfalls to avoid Summary of tools needed for Phase 6 20 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES Getting started Standing out from the crowd ALLIANTIST services Concluding remarks APPENDIX ALLIANCE BRAND QUICK TEST REFERENCES INDEX

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