Alliance Brand

Mark Darby is Founder & 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.  Mark 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 & 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.

"Clarity of design is matched by the words." (CPO Agenda, December 2006) “In summary, a very good and thought-provoking read.” (Supply Management, March 2007)"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)

• FOREWORD BY JEFF ALEXANDER, SEEDA xiiiACKNOWLEDGEMENTS xvPREFACE xixPART I USING ALLIANCES TO CREATE VALUE 11 HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES 3What is value 3Understanding competitive advantage 62 UNDERSTANDING ALLIANCES 13Alliance ambiguity 13Defining alliances 14What alliances are not 16Assets are what you access 17Alliances pervade the value chain 18Alliances have differing values and importance 21Partners come from various sources 24Complex relationships 263 FORCES DRIVING FOR ALLIANCES 29Customer demands and industry standards 30Increasing pace of change with growth and cost pressures 31Regulation and governance 33Increasing M&A challenges 35Capital, size, learning and competitive threat 364 WHAT WINNING ALLIANCES LOOK LIKE 39Alliance spirit 39Building trust 40What an organisation that wins with alliances does for success 475 FORCES CHALLENGING ALLIANCE SUCCESS 53Alliance failure rates 53Other forces challenging success 606 ALLIANCE BRAND 67Reputation in context 67Brand in context 70Alliance brand; a timely initiative 72Examples of alliance brands 76Getting results, reputation and alliance brand status 80Does your organisation need an alliance brand? 82PART I SUMMARY 85PART II HAVING A CAPABILITY TO PARTNER 877 CLARITY ON STRATEGY AND DIRECTION 91The importance of clarity on strategy and direction 92Pitfalls to avoid 96Achieving clarity on strategy and direction 98How to ensure the strategy and direction create value 1008 CLARITY ON CORE COMPETENCES 105The importance of clarity on core competences 106Defining core competences 107Effective internal analysis 110The challenges of internal analysis 121What happens next 1229 ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES 125Alliances are only one option 125Strengths and weaknesses of other options 126Bringing it together in a coherent framework 12910 ATTRACTIVENESS OF ASSETS 135Using assets effectively 135Leveraging assets 140Identifying assets 140Assessing values 142Conducting asset risk assessments 144Setting the framework for use and monitoring its effectiveness 14611 ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY 149Collaborative cultures 149Factors affecting collaboration 15212 ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS 177View increasing legislation as opportunity not threat 178Dealing effectively with complex relationships 183Managing reciprocity 19113 EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE 193Ability to segment, measure and manage overall portfolio performance 194Programme fit and importance within the firm 204Resources focused on alliance activity 208Ease of doing and not doing business with other parties 223Proposition attractiveness 227Ability to select the right partners and relationships 232Ability to deliver on alliance commitments 234Ability to develop, protect and share knowledge 239PART II SUMMARY 243PART III WINNING WITH ALLIANCES 24514 PHASE 1: PRE-ALLIANCE 249Context 249Phase 1 aims 250Output A: forces pushing for the alliance 250Output B: alliance as the right choice 252Output C: headline benefits 253Output D: headline risks 253Output E: sponsor identified and stakeholders on board 254Output F: support resources and costs 257Progress to Phase 2 257Pitfalls to avoid 258Summary of tools needed for Phase 1 25815 PHASE 2: PRE-PARTNER 261Context 261Phase 2 aims 262Output A: alliance team alignment 262Output B: attractive value proposition for the participants 266Output C: organisation readiness 275Output D: ideal partner characteristics 278Output E: engagement plan and partner selection 283Output F: stakeholder and risk management 288Progress to Phase 3 288Pitfalls to avoid 288Summary of tools needed for Phase 2 29016 PHASE 3: WITH-PARTNER PLANNING 293Context 293Phase 3 aims 294Output A: compelling value proposition and targets aligned 294Output B: complete mutual due diligence 299Output C: effective relationship architecture designed 300Progress to Phase 4 314Pitfalls to avoid 314Summary of tools needed for Phase 3 31617 PHASE 4: ALLIANCE LAUNCH 317Context 317Phase 4 aims 318Output A: project and change management 319Output B: announcing the alliance 321Progress to Phase 5 322Pitfalls to avoid 322Summary of tools needed for Phase 4 32318 PHASE 5: WITH-PARTNER DELIVERY 325Context 325Phase 5 aims 326Outputs A and B: results and relationships 326Progress to Phase 6 332Pitfalls to avoid 332Summary of tools needed for Phase 5 33319 PHASE 6: ALLIANCE REVIEWS 335Context 335Phase 6 aims 336Output A: objective assessment 336Output B: actions and next steps 341Progress 342Pitfalls to avoid 343Summary of tools needed for Phase 6 34320 THE JOURNEY TO ALLIANCE BRAND AND WINNING ALLIANCES 345Getting started 346Standing out from the crowd 349ALLIANTIST services 350Concluding remarks 351APPENDIX ALLIANCE BRAND QUICK TEST 353REFERENCES 357INDEX 363