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Partnering and Strategic Alliances

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Develop a Partnering Briefing ... the key decision makers briefing the partnering concept. ... After the key decision makers are briefed, gauge their commitment. ... – PowerPoint PPT presentation

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Title: Partnering and Strategic Alliances


1
Partnering and Strategic Alliances
  • Course Instructor
  • Dr. Syed M. Ahmed, Ph.D.
  • College of Engineering Computing
  • Florida International University, Miami, Florida

2
Major Topics
  • Partnering/Strategic Alliances
  • Innovative Alliances and Partnerships
  • Internal Partnering
  • Partnering with Suppliers
  • Partnering with Customers
  • Partnering with potential Competitors
  • Global Partnering
  • Education Business partnership

3
Partnering/ Strategic Alliances - 1
  • The simplest way to understand the concept of
    partnering or strategic alliance is
  • To think of it as working together for mutual
    benefit.
  • Maximum benefits of partnering are realized when
    all parties in the chain of partners cooperate.

Fig 1. Potential Partnership Participants
4
Partnering/ Strategic Alliances - 2
Fig 2. Traditional Relationships
Fig 3. Contemporary Relationships
5
Partnering/ Strategic Alliances - 3
  • Benefits of Partnering
  • Can lead to continual Improvement.
  • Improve relationships among employees and among
    departments.
  • Partnering Model
  • Establishing partnering is a process that should
    be undertaken in a systematic way as shown in the
    figure.

Fig 4. Partnering Model
6
Partnering/ Strategic Alliances - 4
  • Develop a Partnering Briefing
  • Before trying to establish a corporate
    alliance(partnering), make sure everyone involved
    understands partnering as a concept.
  • Identify Potential Partners
  • Any external or Internal supplier is a potential
    partner.
  • Choose partners in an order determining how much
    value the partnership can have.
  • Identify Key Decision Makers
  • Identify key decision makers whose support is
    needed to make a successful partnership.

7
Partnering/ Strategic Alliances - 5
  • Conduct a Partnering Briefing
  • Call a meeting of the key decision makers
    briefing the partnering concept.
  • Determine the Level of Commitment
  • After the key decision makers are briefed, gauge
    their commitment.
  • Determine Whether there is Sufficient Commitment
  • Proceed to the next step only if the level of
    commitment is sufficient.
  • Identify Key Operational Personnel
  • Identify the people who will be needed to input
    into action the commitment made by
    executive-level decision makers.

8
Partnering/ Strategic Alliances - 6
  • Form the Partnership Team
  • The key people identified should be formed into a
    team. Teams willingness is a great key for
    partnerships success.
  • Develop a Mission Statement
  • The partnership needs a clear and concise mission
    statement so that everyone involved understands
    what the team is supposed to do.
  • Develop Objectives
  • Mission statement is translated into more
    specific terms by objectives.
  • Prioritize Objectives and Begin
  • The objectives must be prioritized and listed in
    order from the most important to the least.

9
Innovative Alliances Partnerships
  • Partnering between and among companies can take
    many forms.
  • Consortium Buying
  • Two or more companies get together to purchase
    common items in bulk.
  • In-house supplier representative
  • He works with the customers personnel to
    continually improve the supplier-customer
    relationship.
  • Customer focus group
  • It consists of customers who are pulled together
    by a supplier to provide feedback.

10
Internal Partnering
  • Partnering should begin at Home.
  • Internal partnering occurs at three levels
  • Management to Employee Partnerships
  • Team to Team Partnerships
  • Employee to Employee Partnerships
  • The key concepts which define Internal Partnering
    are
  • Creating Environment
  • Establishing Mechanisms
  • Bringing Individual Employees in Mutually
    Supportive Alliances
  • Maximizing Human Resources

11
Partnering with Suppliers
  • True supplier Partnering requires an
    understanding of each partys needs and
    capabilities to establish a clear vision for
    focusing the efforts of people who work for buyer
    and supplier.

Fig 5. Evolution of Supplier Partnership
12
Partnering with Customers
  • Customer The end user of the product in
    question.
  • The rationale for forming partnership with
    customers is
  • It is the best way to ensure customer
    satisfaction
  • It is the best way to be competitive.
  • Any organization that produces a product can
    benefit from observing how it is used by
    customers.
  • The key to success in partnering with customers
    is to get them involved early in the product
    development cycle.
  • Surveys by mail and telephone Widely used
    strategy for customer satisfaction measurement.

13
Partnering with Potential Competitors - 1
  • Rationale is
  • Competitiveness.
  • The most widely practiced type of partnership
    among Small Midsized enterprises(SMEs) is
  • The Manufacturing Network.
  • It is a group of individual SMEs that cooperate
    in ways that improve quality, productivity and
    resultant competitiveness.

Fig 6. Industrial Clusters with Manufacturing
Networks in United States.
14
Partnering with Potential Competitors - 2
  • Network Activities
  • The joint activities in which networks
    participate vary a great deal, depending on local
    objectives.
  • Production
  • Networked SMEs are able to pursue production
    contracts larger than any individual member
    company could undertake alone.
  • Education Training
  • By partnering, SMEs can solve the problem of
    Education Training through economy of scale.

Fig 7. Joint Activities of U.S. Networks
15
Partnering with Potential Competitors - 3
  • Marketing
  • It is the most widely practiced joint activity
    among manufacturing networks of SMEs
  • Product Development
  • When the costs of developing new product can be
    divided among network members, product
    development becomes a more feasible concept.
  • Technology Transfer
  • Knowledge sharing is the approach networks use to
    promote effective technology transfer.
  • Purchasing
  • It is one of the most productive applications of
    the economy of scale gained from networking.

16
Global Partnering
  • The partnering concept, like all contemporary
    concepts, has a global aspect.
  • Companies that market to customers worldwide
    should examine the possibility of partnering with
    suppliers worldwide.

17
Education Business Partnerships
  • Important factors in continually improving the
    performance of an organization
  • Quality of Employees
  • Quality of Human Interaction with Technology.
  • The need to continually improve employees work
    skills is the primary force driving business and
    education partnerships.
  • Partnering with business and Industry has become
    a common practice for institutions of higher
    education.

18
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