{"product_id":"alliance-brand-isbn-9780470032183","title":"Alliance Brand","description":"As pressure continues to build on organisations to achieve more with less, partnering offers tremendous promise as a strategic solution. However, up to 70% of such initiatives fail to meet their objectives. In this book, alliance expert Mark Darby argues that, in the age of the extended enterprise, firms must display a positive reputation and hard results from their alliances in order to attract the best partners and stand out from the growing crowd of potential allies. Building on this, he introduces the Alliance Brand concept, explores its critical success factors, and shows in detail how to apply it in your organisation.\u003cbr\u003e \u003cbr\u003e \u003cbr\u003e Darby's straightforward advice and comprehensive maps and tools will guide you on the journey to fulfilling the promise of partnering. The results are higher revenues and reduced alliance failure rates, along with lower costs and fewer risks. Alliance brands also have more satisfied staff and partners, and a transparent, audit-friendly process to satisfy increasing governance concerns. This leads to sustainable alliance success, and ultimately 'partner of choice' status in your chosen industries and markets.\u003cbr\u003e \u003cbr\u003e \u003cbr\u003e That's a compelling return on investment. That's an Alliance Brand. \u003cp\u003eFOREWORD BY JEFF ALEXANDER, SEEDA xiii\u003c\/p\u003e \u003cp\u003eACKNOWLEDGEMENTS xv\u003c\/p\u003e \u003cp\u003ePREFACE xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I USING ALLIANCES TO CREATE VALUE 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is value 3\u003c\/p\u003e \u003cp\u003eUnderstanding competitive advantage 6\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 UNDERSTANDING ALLIANCES 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAlliance ambiguity 13\u003c\/p\u003e \u003cp\u003eDefining alliances 14\u003c\/p\u003e \u003cp\u003eWhat alliances are not 16\u003c\/p\u003e \u003cp\u003eAssets are what you access 17\u003c\/p\u003e \u003cp\u003eAlliances pervade the value chain 18\u003c\/p\u003e \u003cp\u003eAlliances have differing values and importance 21\u003c\/p\u003e \u003cp\u003ePartners come from various sources 24\u003c\/p\u003e \u003cp\u003eComplex relationships 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 FORCES DRIVING FOR ALLIANCES 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCustomer demands and industry standards 30\u003c\/p\u003e \u003cp\u003eIncreasing pace of change with growth and cost pressures 31\u003c\/p\u003e \u003cp\u003eRegulation and governance 33\u003c\/p\u003e \u003cp\u003eIncreasing M\u0026amp;A challenges 35\u003c\/p\u003e \u003cp\u003eCapital, size, learning and competitive threat 36\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 WHAT WINNING ALLIANCES LOOK LIKE 39\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAlliance spirit 39\u003c\/p\u003e \u003cp\u003eBuilding trust 40\u003c\/p\u003e \u003cp\u003eWhat an organisation that wins with alliances does for success 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 FORCES CHALLENGING ALLIANCE SUCCESS 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAlliance failure rates 53\u003c\/p\u003e \u003cp\u003eOther forces challenging success 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 ALLIANCE BRAND 67\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReputation in context 67\u003c\/p\u003e \u003cp\u003eBrand in context 70\u003c\/p\u003e \u003cp\u003eAlliance brand; a timely initiative 72\u003c\/p\u003e \u003cp\u003eExamples of alliance brands 76\u003c\/p\u003e \u003cp\u003eGetting results, reputation and alliance brand status 80\u003c\/p\u003e \u003cp\u003eDoes your organisation need an alliance brand? 82\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I SUMMARY 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II HAVING A CAPABILITY TO PARTNER 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 CLARITY ON STRATEGY AND DIRECTION 91\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe importance of clarity on strategy and direction 92\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 96\u003c\/p\u003e \u003cp\u003eAchieving clarity on strategy and direction 98\u003c\/p\u003e \u003cp\u003eHow to ensure the strategy and direction create value 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 CLARITY ON CORE COMPETENCES 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe importance of clarity on core competences 106\u003c\/p\u003e \u003cp\u003eDefining core competences 107\u003c\/p\u003e \u003cp\u003eEffective internal analysis 110\u003c\/p\u003e \u003cp\u003eThe challenges of internal analysis 121\u003c\/p\u003e \u003cp\u003eWhat happens next 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAlliances are only one option 125\u003c\/p\u003e \u003cp\u003eStrengths and weaknesses of other options 126\u003c\/p\u003e \u003cp\u003eBringing it together in a coherent framework 129\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 ATTRACTIVENESS OF ASSETS 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing assets effectively 135\u003c\/p\u003e \u003cp\u003eLeveraging assets 140\u003c\/p\u003e \u003cp\u003eIdentifying assets 140\u003c\/p\u003e \u003cp\u003eAssessing values 142\u003c\/p\u003e \u003cp\u003eConducting asset risk assessments 144\u003c\/p\u003e \u003cp\u003eSetting the framework for use and monitoring its effectiveness 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCollaborative cultures 149\u003c\/p\u003e \u003cp\u003eFactors affecting collaboration 152\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS 177\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eView increasing legislation as opportunity not threat 178\u003c\/p\u003e \u003cp\u003eDealing effectively with complex relationships 183\u003c\/p\u003e \u003cp\u003eManaging reciprocity 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbility to segment, measure and manage overall portfolio performance 194\u003c\/p\u003e \u003cp\u003eProgramme fit and importance within the firm 204\u003c\/p\u003e \u003cp\u003eResources focused on alliance activity 208\u003c\/p\u003e \u003cp\u003eEase of doing and not doing business with other parties 223\u003c\/p\u003e \u003cp\u003eProposition attractiveness 227\u003c\/p\u003e \u003cp\u003eAbility to select the right partners and relationships 232\u003c\/p\u003e \u003cp\u003eAbility to deliver on alliance commitments 234\u003c\/p\u003e \u003cp\u003eAbility to develop, protect and share knowledge 239\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II SUMMARY 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART III WINNING WITH ALLIANCES 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 PHASE 1: PRE-ALLIANCE 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 249\u003c\/p\u003e \u003cp\u003ePhase 1 aims 250\u003c\/p\u003e \u003cp\u003eOutput A: forces pushing for the alliance 250\u003c\/p\u003e \u003cp\u003eOutput B: alliance as the right choice 252\u003c\/p\u003e \u003cp\u003eOutput C: headline benefits 253\u003c\/p\u003e \u003cp\u003eOutput D: headline risks 253\u003c\/p\u003e \u003cp\u003eOutput E: sponsor identified and stakeholders on board 254\u003c\/p\u003e \u003cp\u003eOutput F: support resources and costs 257\u003c\/p\u003e \u003cp\u003eProgress to Phase 2 257\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 258\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 1 258\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 PHASE 2: PRE-PARTNER 261\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 261\u003c\/p\u003e \u003cp\u003ePhase 2 aims 262\u003c\/p\u003e \u003cp\u003eOutput A: alliance team alignment 262\u003c\/p\u003e \u003cp\u003eOutput B: attractive value proposition for the participants 266\u003c\/p\u003e \u003cp\u003eOutput C: organisation readiness 275\u003c\/p\u003e \u003cp\u003eOutput D: ideal partner characteristics 278\u003c\/p\u003e \u003cp\u003eOutput E: engagement plan and partner selection 283\u003c\/p\u003e \u003cp\u003eOutput F: stakeholder and risk management 288\u003c\/p\u003e \u003cp\u003eProgress to Phase 3 288\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 288\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 2 290\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 PHASE 3: WITH-PARTNER PLANNING 293\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 293\u003c\/p\u003e \u003cp\u003ePhase 3 aims 294\u003c\/p\u003e \u003cp\u003eOutput A: compelling value proposition and targets aligned 294\u003c\/p\u003e \u003cp\u003eOutput B: complete mutual due diligence 299\u003c\/p\u003e \u003cp\u003eOutput C: effective relationship architecture designed 300\u003c\/p\u003e \u003cp\u003eProgress to Phase 4 314\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 314\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 3 316\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 PHASE 4: ALLIANCE LAUNCH 317\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 317\u003c\/p\u003e \u003cp\u003ePhase 4 aims 318\u003c\/p\u003e \u003cp\u003eOutput A: project and change management 319\u003c\/p\u003e \u003cp\u003eOutput B: announcing the alliance 321\u003c\/p\u003e \u003cp\u003eProgress to Phase 5 322\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 322\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 4 323\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 PHASE 5: WITH-PARTNER DELIVERY 325\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 325\u003c\/p\u003e \u003cp\u003ePhase 5 aims 326\u003c\/p\u003e \u003cp\u003eOutputs A and B: results and relationships 326\u003c\/p\u003e \u003cp\u003eProgress to Phase 6 332\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 332\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 5 333\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 PHASE 6: ALLIANCE REVIEWS 335\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext 335\u003c\/p\u003e \u003cp\u003ePhase 6 aims 336\u003c\/p\u003e \u003cp\u003eOutput A: objective assessment 336\u003c\/p\u003e \u003cp\u003eOutput B: actions and next steps 341\u003c\/p\u003e \u003cp\u003eProgress 342\u003c\/p\u003e \u003cp\u003ePitfalls to avoid 343\u003c\/p\u003e \u003cp\u003eSummary of tools needed for Phase 6 343\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting started 346\u003c\/p\u003e \u003cp\u003eStanding out from the crowd 349\u003c\/p\u003e \u003cp\u003eALLIANTIST services 350\u003c\/p\u003e \u003cp\u003eConcluding remarks 351\u003c\/p\u003e \u003cp\u003eAPPENDIX ALLIANCE BRAND QUICK TEST 353\u003c\/p\u003e \u003cp\u003eREFERENCES 357\u003c\/p\u003e \u003cp\u003eINDEX 363\u003c\/p\u003e  \"Clarity of design is matched by the words.\" (\u003ci\u003eCPO Agenda\u003c\/i\u003e, December 2006)  \u003cp\u003e“In summary, a very good and thought-provoking read.” (\u003ci\u003eSupply Management,\u003c\/i\u003e March 2007)\u003c\/p\u003e \u003cp\u003e\"An excellent book providing a 'toolkit' of useful models substantiated with real world experience that will support any organisation\" (General Manager, Partnering and SI Strategic Development, BT Global Services, Sep 2006)\u003c\/p\u003e  \u003cb\u003eMark Darby\u003c\/b\u003e is Founder \u0026amp; Principal of ALLIANTIST. ALLIANTIST is an alliance solutions provider that enables organisations to get measurable benefits from their partnering and alliance activity. ALLIANTIST helps clients generate a positive reputation and results from their alliance activity, creating real value from the way they work with internal colleagues, alliance partners, suppliers, distributors, customers, and even competitors. Prior to ALLIANTIST Mark led the UK extended enterprise consulting activity for Deloitte, and before that designed and built Reuters first UK and then global alliance programme. He was also instrumental at The Rank Group over eight years with its alliances, strategic sourcing and supplier relationship management activity. Having operated for nearly twenty years across the value chain as advisor, supplier, customer and partner in working with global and international organisations like HP, Deloitte, Reuters, Cisco, IBM, Siebel, Fujitsu, The Rank Group, BT, the UK Public Sector and many small and medium size enterprises, Mark is well placed to share his experience and make a real difference quickly.   \u003cp\u003eMark also has an MBA from the University of Reading where he carried out extensive research on alliances. He is a Member of the Institute of Directors, a Fellow of the Chartered Institute of Management, a Member of the Chartered Institute of Marketing, a Member of the Chartered Institute of Purchasing \u0026amp; Supply as well as a Member of Association of Strategic Alliance Professionals (ASAP) and ex Board Director of the European branch of ASAP. Mark is also a regular speaker on alliances and has been published in a number of business journals.\u003c\/p\u003e  As pressure continues to build on organisations to achieve more with less, partnering offers tremendous promise as a strategic solution. How ever, up to 70% of such initiatives fail to meet their objectives. In this book, alliance expert \u003cb\u003eMark Darby\u003c\/b\u003e argues that, in the age of the extended enterprise, firms must display a positive reputation and hard results from their alliances in order to attract the best partners and stand out from the growing crowd of potential allies. Building on this, he introduces the \u003cb\u003eAlliance Brand\u003c\/b\u003e concept, explores its critical success factors, and shows in detail how to apply it in your organisation.  \u003cp\u003eDarby's straightforward advice and comprehensive maps and tools will guide you on the journey to fulfilling the promise of partnering. The results are higher revenues and reduced alliance failure rates, along with lower costs and fewer risks. Alliance brands also have more satisfied staff and partners, and a transparent, audit-friendly process to meet increasing governance concerns. This leads to sustainable alliance success, and ultimately 'partner of choice' status in you chosen industries and markets.\u003c\/p\u003e \u003cp\u003eThat's a compelling return on investment. That's an \u003cb\u003eAlliance Brand\u003c\/b\u003e.\u003c\/p\u003e  As pressure continues to build on organisations to achieve more with less, partnering offers tremendous promise as a strategic solution. However, up to 70% of such initiatives fail to meet their objectives. In this book, alliance expert Mark Darby argues that, in the age of the extended enterprise, firms must display a positive reputation and hard results from their alliances in order to attract the best partners and stand out from the growing crowd of potential allies. Building on this, he introduces the \u003ci\u003eAlliance Brand\u003c\/i\u003e concept, explores its critical success factors, and shows in detail how to apply it in your organisation.  \u003cp\u003eDarby’s straightforward advice and comprehensive maps and tools will guide you on the journey to fulfilling the promise of partnering. The results are higher revenues and reduced alliance failure rates, along with lower costs and fewer risks. Alliance brands also have more satisfied staff and partners, and a transparent, audit-friendly process to satisfy increasing governance concerns. This leads to sustainable alliance success, and ultimately 'partner of choice' status in your chosen industries and markets.\u003c\/p\u003e \u003cp\u003eThat’s a compelling return on investment. That’s an \u003ci\u003eAlliance Brand\u003c\/i\u003e.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988714930405,"sku":"NP9780470032183","price":70.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470032183.jpg?v=1761781303","url":"https:\/\/k12savings.com\/es\/products\/alliance-brand-isbn-9780470032183","provider":"K12savings","version":"1.0","type":"link"}