The strongest link : forging a profitable and enduring corporate alliance / Gene Slowinski, Matthew W. Sagal.

Format:

Book

Author/Creator:

Slowinski, Gene, 1952-

Contributor:

Sagal, Matthew W., 1936-

Language:

English

Subjects (All):

Strategic alliances (Business).

Physical Description:

xvi, 288 p. : ill.

Edition:

1st ed.

Place of Publication:

New York : AMACOM, c2003.

Language Note:

English

Summary:

Why do up to three-quarters of all attempted business alliance fail? Assuming that the component companies are in good health and under sound management, don't their individual track records indicate great promise for a cooperative venture? Alas, the whole is often much more complicated than the sum of its parts, and all too many attempted collaborations are plagued by the inability to negotiate win-win agreements, align organizational cultures, and -- most crucially -- get people to work together productively. Gene Slowinski and Matthew Sagal have over 40 years of combined experience helping countless organizations form strong and lasting alliances, and they've pooled their incomparable knowledge in The Strongest Link. The authors provide exclusive, proven methodologies for planning, negotiating, and structuring an alliance, illustrating them with examples from AT & T, NEC, Battelle, Eli Lilly, Procter & Gamble, and other companies in a broad selection of industries. The Strongest Link presents the authors' Alliance Framework[superscript SM] process, a blueprint that is easily adapted to any form of business alliance: distribution agreement, financial partnership, research venture, co-branding, sales alliance -- the list goes on. Each form demands clear communication of needs and goals, the open exchange of relevant information, and the ability to bridge gaps between multiple entities, management structures, and work styles. The Alliance Framework model is built on a six-step process. Steps 1 and 2 focus on appointing a planning and negotiating team. This team works toward identifying and resolving potential sources of disagreement and building the internal consensus necessary to move forward. Steps 3 and 4 take the process beyond your organization's walls, as you begin to assess the strategic compatibility and resource fit of potential partners. Steps 5 and 6 are the homestretch of the alliance-building process: selecting a carefully evaluated partner and negotiating the terms of the agreement. Book jacket.

Contents:

Intro

CONTENTS

PREFACE

PART 1 - PLANNING AND NEGOTIATING THE ALLIANCE

1 THE ALLIANCE FRAMEWORK

2 APPOINTING THE PLANNING AND NEGOTIATING TEAM

3 USING THE ALLIANCE FRAMEWORK PROCESS AND DOCUMENT TO ACHIEVE INTERNAL CONSENSUS

4 APPROACHING POTENTIAL PARTNERS: STRATEGIC FIT ASSESSMENT

5 CONDUCTING THE RESOURCE FIT ASSESSMENT

6 SELECTING THE PARTNER

7 NEGOTIATING THE AGREEMENT

8 ALLIANCE FRAMEWORK ELEMENTS OTHER THAN THE STRATEGIC ASSESSMENT ELEMENTS

PART 2 - IMPLEMENTING THE ALLIANCE

9 THE ALLIANCE IMPLEMENTATION PROGRAM

10 MANAGING CONFLICT

11 ALLIANCE MANAGEMENT SYSTEMS AND ALLIANCE METRICS

12 MANAGING CULTURAL DIFFERENCES

CONCLUSION

INDEX.

Notes:

Title from title screen.

Includes bibliographical references and index.

Digitized and made available by: Books 24x7.com.

ISBN:

0-8144-2721-9

OCLC:

52723146