Alliances E-Book

Ard-Pieter de Man

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 402

Veröffentlichungsjahr: 2013

Beschreibung

A timely and practical guide that helps senior managers design successful strategic partnerships

Strategic alliances are increasingly common among modern corporations and a hot topic in today's business schools. Alliance is a sophisticated guide to crafting successful partnerships, offering a combination of carefully designed checklists, up-to-date examples and scenarios from around the world, and the tools needed to ensure that all elements of an alliance are taken into account and fully assessed. Most managers don't have the experience or knowledge to create a functional alliance governance structure. This book fills that knowledge gap with a clear description of the proper implementation process.

• Ideal for business leaders engaged in building a corporate alliance and business school students
• Covers all of the available alliance structure, describes the building blocks of alliance design, and defines an effective process for managers constructing alliances
• Written by a leading expert on the subject who is a member of the Board of Directors of the Association of Strategic Alliance Professionals

As the popularity and frequency of corporate strategic alliances grows, Alliance gives business leaders the insight and practical advice they need to ensure their partnerships benefit all parties.

Leseprobe

Table of Contents

Cover

Title

Copyright

Foreword

Introduction

Outline of the book

Acknowledgments

CHAPTER 1: Strategic alliances: The control–trust dilemma

Why is alliance design relevant?

Creating and maintaining alliances

Control versus trust

The control view: taming opportunism

The trust view: building social capital

Balancing control and trust

Common mistakes

Notes

CHAPTER 2: The Alliance Design Framework

The three requirements of alliance design

The building blocks: an overview

Strategic imperatives

Formal building blocks

Financial model

Legal structure

Decision making

Organization structure

Planning and control

Competition clauses

Exit agreement

Informal building blocks

Internal alignment

Trust and control in the Alliance Design Framework

Notes

CHAPTER 3: Turning suppliers into allies

Long-term client–supplier partnerships

Project alliances

ProRail's project alliances

When to ally with suppliers

Notes

CHAPTER 4: Contractual alliances: The customization of alliance design

Senseo: specialization and complementary competences

Novartis–Orion: joint teams building trust

IT partnering and the HP–Cisco alliance: from lone ranger to peer to peer

When to use contractual alliances

Notes

CHAPTER 5: The virtual joint venture model: Air France/KLM, Delta Airlines, and Alitalia

Ready for take-off: the KLM–NWA alliance

1989–2004: the invention of the virtual joint venture

Control, trust, and the stability of the virtual joint venture

2004–2012: continuing to fly high – the effect of mergers

Governance as a source of success

When to opt for the virtual joint venture?

Notes

CHAPTER 6: Equity alliances and joint ventures

Reasons for equity alliances

Joint ventures

The Obvion joint venture

Ownership structures

Americhem and EuroPower

When to use joint ventures?

Notes

CHAPTER 7: Multi-partner alliances: The more the merrier?

The general assembly: the Prominent cooperative

The lead partner: METRO's Future Store Initiative

The alliance support office: SkyTeam

The multi-partner joint venture: the Holst Centre

When to use different multi-partner alliance models

Notes

CHAPTER 8: Managing the dynamics: Mutual adjustment and continuous negotiation

Sources of dynamics

Incremental change

Radical change

Organizing for dynamics

Mutual adjustment and continuous negotiation

Notes

CHAPTER 9: Designing and implementing strategic alliances: Art, science, and craft

Strategic background

Design requirements

Control or trust

High-level design

Detailed design

Implementation

Manage dynamics

Run-through time of the process

Implications for the public sector and not-for-profits

Notes

CHAPTER 10: Open alliances: Towards the third generation of collaboration

The end of “vertical horizontalism”

Strategic imperative

Formal processes

Informal processes

Dynamics

Internal alignment

Open alliances and the alliance lifecycle

Alliances and progress

Notes

Appendix: Financial models behind alliances

1. To pool or not to pool?

2. Sharing arrangements around pooling models

3. Non-pooling arrangements

4. Variations

5. Definitions

6. Property rights

7. Intangible value

Notes

Index

End User License Agreement

List of Illustrations

Introduction

Figure I.1: Alliance forms

CHAPTER 1: Strategic alliances: The control–trust dilemma

Figure 1.1: The alliance lifecycle

Figure 1.2: The average lifetime of alliances (2012)

8

CHAPTER 2: The Alliance Design Framework

Figure 2.1: The three aims of alliance design

Figure 2.2: The Alliance Design Framework

Figure 2.3: Elements of financial models

Figure 2.4: Effect of controversy of key events/discussions on alliances (indicative).

13

CHAPTER 3: Turning suppliers into allies

Figure 3.1: Sharing the balance of the alliance fund (indicative)

Figure 3.2: The ProRail alliance structure

CHAPTER 4: Contractual alliances: The customization of alliance design

Figure 4.1: Governance structure of the Senseo alliance in 2006

Figure 4.2: Governance structure of Novartis–Orion alliance

Figure 4.3: Percentages of companies using a particular go-to-market approach in IT in 201313

Figure 4.4: Structure of the HP–Cisco alliance (summary, late 2002)

CHAPTER 5: The virtual joint venture model: Air France/KLM, Delta Airlines, and Alitalia

Figure 5.1: Timeline of the KLM–NWA alliance (1989–2004)

Figure 5.2: Changes in the structure of the KLM–NWA alliance

Figure 5.3: Governance of the KLM–Northwest alliance 1997–2004

Figure 5.4: From KLM–NWA to AF/KLM–Delta–Alitalia 2004–2010

Figure 5.5: The Air France/KLM, Delta, Alitalia virtual joint venture as of 2010

CHAPTER 6: Equity alliances and joint ventures

Figure 6.1: Percentage of equity alliances in company alliance portfolios in 2011

2

Figure 6.2: Obvion joint venture structure

Figure 6.3: Structure of the Amepco joint venture

CHAPTER 7: Multi-partner alliances: The more the merrier?

Figure 7.1: Structure of the Prominent cooperative

Figure 7.2: The structure of the Future Store Initiative in 2005

Figure 7.3: SkyTeam governance structure in 2013

Figure 7.4: IP structure Holst Centre7

CHAPTER 8: Managing the dynamics: Mutual adjustment and continuous negotiation

Figure 8.1: Development of alliance designs

Figure 8.2: Structural development model (indicative)

CHAPTER 9: Designing and implementing strategic alliances: Art, science, and craft

Figure 9.1: The alliance design process

List of Tables

CHAPTER 1: Strategic alliances: The control–trust dilemma

Table 1.1: The control and the trust approach to alliance design

Table 1.2: Common mistakes in designing alliances

CHAPTER 2: The Alliance Design Framework

Table 2.1: Strategic rationale

Table 2.2: Formal building blocks of alliances

Table 2.3: Financial deal structure of the Bayer–Millennium alliance

6

Table 2.4: Informal building blocks of alliance design

Table 2.5: Alliance norms and values

16

Table 2.6: Abbott–Reata Behavioral Principles

17

Table 2.7: Six guiding principles of IBM

25

Table 2.8: Elements of internal alignment

CHAPTER 3: Turning suppliers into allies

Table 3.1: Project characteristics most suited to alliances (Commonwealth of Australia, excerpt)

9

Table 3.2: Fictional example of sharing a deficit in the alliance fund

Table 3.3: ProRail guidelines for building trust from the ProRail Alliance Handbook

CHAPTER 4: Contractual alliances: The customization of alliance design

Table 4.1: Percentage of alliances aiming to achieve a certain goal in 2011

6

Table 4.2: Three models for multiple points of contact alliances

7

CHAPTER 5: The virtual joint venture model: Air France/KLM, Delta Airlines, and Alitalia

Table 5.1: Key 2010 figures of the Air France/KLM, Delta, Alitalia alliance

2

Table 5.2: Sources of stability in the KLM–NWA virtual joint venture

3

CHAPTER 6: Equity alliances and joint ventures

Table 6.1: Differences in joint venture governance compared to independent companies

10

Table 6.2: Joint venture ownership structures and their implications

Table 6.3: Exit clauses around shares in joint ventures

15

CHAPTER 7: Multi-partner alliances: The more the merrier?

Table 7.1: Three airline alliances compared (2012)

5

Table 7.2: Different multi-partner structures compared

CHAPTER 8: Managing the dynamics: Mutual adjustment and continuous negotiation

Table 8.1: Thirty questions that may indicate the necessity of alliance redesign

Table 8.2: Mechanisms for guiding alliance change

Table 8.3: Different roles for alliance managers in the change process

CHAPTER 9: Designing and implementing strategic alliances: Art, science, and craft

Table 9.1: Examples of design requirements in the cases

Table 9.2: The choice of form

5

CHAPTER 10: Open alliances: Towards the third generation of collaboration

Table 10.1: Characteristics of open alliances

2

Table 10.2: Percentage of companies that invested in alliance management practices

4

Guide

Cover

Table of Contents

Begin Reading

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Alliances

An Executive Guide to Designing Successful Strategic Partnerships

Ard-Pieter de Man

This edition first published 2013

© 2013 John Wiley & Sons, Ltd

Registered office

John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom

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Library of Congress Cataloging-in-Publication Data

Man, Adrianus Pieter de

Alliances : an executive guide to designing successful strategic partnerships / Ard-Pieter de Man.

pages cm

Includes index.

ISBN 978-1-118-48639-9 (hardback)

1. Strategic alliances (Business) I. Title.

HD69.S8.M32 2014

658'.046—dc23

2013039719

A catalogue record for this book is available from the British Library.

ISBN 978-1-118-48639-9 (hardback) ISBN 978-1-118-48632-0 (ebk)

ISBN 978-1-118-48636-8 (ebk)

Cover design/image: Dan Jubb/iStock

Foreword

Strategic alliances are particularly important in today's highly competitive and increasingly complex global markets. Alliances are used to share costs, conduct collaborative research, mitigate risk, grow product pipelines, expand geographic boundaries and profit from the blending of industries which continue at an accelerated pace. One of the recurrent challenges with strategic alliances is how to design and implement the correct governance platform and supportive organizational structure. Developing, implementing and maintaining a suitable alliance form is a key factor for strategic alliance success. Over the years this issue has been an important element in the meetings, summits and publications of the leading organization dedicated to the practice of alliance management, the Association of Strategic Alliance Professionals (ASAP).

In this book, Ard-Pieter de Man investigates a number of areas that active practitioners of alliance management focus on to achieve desired results from a strategic relationship. Overall development of the partnership agreement, the overarching governance structure and the ongoing tactical execution and essential measurement tools are considered. These elements, and the challenges they bring, are clearly evidenced in any type of agreement. The area of collaboration governance by itself is a particularly sensitive issue as partnerships cross company boundaries, cultures and hierarchies.

As a long-time practicing professional and contributor in the area of strategic alliance management, I have been highly familiarized by the work and teachings of Ard-Pieter de Man on this topic. As I endeavored to develop a global alliance management team at a world-renowned drug development organization and help build the ASAP proposition, I have come to respect his perspective on this emergent and growing business requirement.

One particular effort Ard-Pieter de Man has put forward in concert with other highly respected alliance experts, (a research project called “It's in the DNA”) is a fine outline of how alignment of cultural norms can affect alliance success. Without the development of a strong base in this regard, a critical success factor is left wanting and the overall success of the alliance could be put at risk. In this book, the important themes of culture, norms and values are integrated with aspects of formal structures and governance. This gives a full-blown account of how alliances should be designed while incorporating this essential, but many times undervalued, piece of the partnership equation.

This book will introduce you to in-depth case studies, useful checklists and strong issue resolution techniques that are supported by years of Ard-Pieter de Man's ongoing research and active consulting practice. These important concepts outline why alliance management is seen as important by the global business community and how it continues to evolve as new partnership applications develop.

The detailed case studies focus on some of the world's leading alliances. They form the backbone of an extensive overview of different alliance governance forms, which will help managers navigate the many different choices they face. Unique characteristics of the book also include the integration of the “hard” and “soft” side of alliances, the first ever discussion of financial models in alliances and the role of change management in alliances.

As Ard-Pieter de Man has continued his examination of this profession, I have become increasingly appreciative of his dedication to the study of the business contributions that the practice of strategic alliance management brings forward. His representation around the most current thinking, ongoing development and important financial nuances on this subject is absolutely additive to an organizational bottom line. I would strongly recommend this as a read for any individual – practitioner or decision maker – who holds strategic alliances as a component of their business development plans.

Jack W. Pearson

Acting President & CEO

Board Vice Chair/Chairman-Elect

Association of Strategic Alliance Professionals

Cary, North Carolina

2013

Introduction

Collaboration between organizations is an increasingly common way of organizing. Strategic alliances have become a standard organization form over the past decade. The majority of organizations, whether private or public, are embedded in networks of partners. Still, finding the right form for alliances is difficult. New alliance forms have emerged over the past years and they have broadened the arsenal of possibilities that companies have at their disposal. Even though many different forms of alliances exist, companies usually are aware of only one or two models which they tend to apply over and over again. In addition, mistakes in designing alliances are not uncommon. Many alliance failures are explained by the choice for a design that does not fit with the alliance objectives. In contrast, the most successful alliances build on creative alliance governance structures. This book presents an overview of the most relevant alliance forms and provides guidelines about when and how to apply them.