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1. |
Record Nr. |
UNISALENTO991003562799707536 |
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Autore |
Rubini, Ugo |
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Titolo |
H. Heine a Parigi : 1831-1856 / Ugo Rubini |
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Pubbl/distr/stampa |
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Descrizione fisica |
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Disciplina |
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Soggetti |
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Heine, Heinrich Pensiero politico |
Heine, Heinrich Pensiero politico |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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2. |
Record Nr. |
UNINA9910830647803321 |
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Autore |
Darby Mark |
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Titolo |
Alliance brand [[electronic resource] ] : fulfilling the promise of partnering / / Mark Darby |
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Pubbl/distr/stampa |
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Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2006 |
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ISBN |
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1-119-20899-8 |
1-280-51915-0 |
9786610519156 |
0-470-03530-7 |
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Descrizione fisica |
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1 online resource (410 p.) |
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Disciplina |
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Soggetti |
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Strategic alliances (Business) |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references (p. [357]-362) and index. |
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Nota di contenuto |
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Cover; CONTENTS; FOREWORD BY JEFF ALEXANDER, SEEDA; |
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ACKNOWLEDGEMENTS; PREFACE; PART I: USING ALLIANCES TO CREATE VALUE; 1: HOW VALUE AND ADVANTAGE AFFECT FIRM ACTIVITIES; WHAT IS VALUE; UNDERSTANDING COMPETITIVE ADVANTAGE; 2: UNDERSTANDING ALLIANCES; ALLIANCE AMBIGUITY; DEFINING ALLIANCES; WHAT ALLIANCES ARE NOT; ASSETS ARE WHAT YOU ACCESS; ALLIANCES PERVADE THE VALUE CHAIN; ALLIANCES HAVE DIFFERING VALUES AND IMPORTANCE; PARTNERS COME FROM VARIOUS SOURCES; COMPLEX RELATIONSHIPS; 3: FORCES DRIVING FOR ALLIANCES; CUSTOMER DEMANDS AND INDUSTRY STANDARDS |
INCREASING PACE OF CHANGE WITH GROWTH AND COST PRESSURESREGULATION AND GOVERNANCE; INCREASING M&A CHALLENGES; CAPITAL, SIZE, LEARNING AND COMPETITIVE THREAT; 4: WHAT WINNING ALLIANCES LOOK LIKE; ALLIANCE SPIRIT; BUILDING TRUST; WHAT AN ORGANISATION THAT WINS WITH ALLIANCES DOES FOR SUCCESS; 5: FORCES CHALLENGING ALLIANCE SUCCESS; ALLIANCE FAILURE RATES; OTHER FORCES CHALLENGING SUCCESS; 6: ALLIANCE BRAND; REPUTATION IN CONTEXT; BRAND IN CONTEXT; ALLIANCE BRAND; A TIMELY INITIATIVE; EXAMPLES OF ALLIANCE BRANDS; GETTING RESULTS, REPUTATION AND ALLIANCE BRAND STATUS |
DOES YOUR ORGANISATION NEED AN ALLIANCE BRAND?PART I: SUMMARY; PART II: HAVING A CAPABILITY TO PARTNER; 7: CLARITY ON STRATEGY AND DIRECTION; THE IMPORTANCE OF CLARITY ON STRATEGY AND DIRECTION; PITFALLS TO AVOID; ACHIEVING CLARITY ON STRATEGY AND DIRECTION; HOW TO ENSURE THE STRATEGY AND DIRECTION CREATE VALUE; 8: CLARITY ON CORE COMPETENCES; THE IMPORTANCE OF CLARITY ON CORE COMPETENCES; DEFINING CORE COMPETENCES; EFFECTIVE INTERNAL ANALYSIS; THE CHALLENGES OF INTERNAL ANALYSIS; WHAT HAPPENS NEXT; 9: ABILITY TO MAKE EFFECTIVE STRATEGIC CHOICES; ALLIANCES ARE ONLY ONE OPTION |
STRENGTHS AND WEAKNESSES OF OTHER OPTIONSBRINGING IT TOGETHER IN A COHERENT FRAMEWORK; 10: ATTRACTIVENESS OF ASSETS; USING ASSETS EFFECTIVELY; LEVERAGING ASSETS; IDENTIFYING ASSETS; ASSESSING VALUES; CONDUCTING ASSET RISK ASSESSMENTS; SETTING THE FRAMEWORK FOR USE AND MONITORING ITS EFFECTIVENESS; 11: ABILITY TO COLLABORATE INTERNALLY AND EXTERNALLY; COLLABORATIVE CULTURES; FACTORS AFFECTING COLLABORATION; 12: ABILITY TO GOVERN EFFECTIVELY AND MANAGE COMPLEX RELATIONSHIPS; VIEW INCREASING LEGISLATION AS OPPORTUNITY NOT THREAT; DEALING EFFECTIVELY WITH COMPLEX RELATIONSHIPS |
MANAGING RECIPROCITY13: EFFECTIVENESS OF ALLIANCE INFRASTRUCTURE; ABILITY TO SEGMENT, MEASURE AND MANAGE OVERALL PORTFOLIO PERFORMANCE; PROGRAMME FIT AND IMPORTANCE WITHIN THE FIRM; RESOURCES FOCUSED ON ALLIANCE ACTIVITY; EASE OF DOING AND NOT DOING BUSINESS WITH OTHER PARTIES; PROPOSITION ATTRACTIVENESS; ABILITY TO SELECT THE RIGHT PARTNERS AND RELATIONSHIPS; ABILITY TO DELIVER ON ALLIANCE COMMITMENTS; ABILITY TO DEVELOP, PROTECT AND SHARE KNOWLEDGE; PART II: SUMMARY; PART III: WINNING WITH ALLIANCES; 14: PHASE 1: PRE-ALLIANCE; CONTEXT; PHASE 1 AIMS; OUTPUT A: FORCES PUSHING FOR THE ALLIANCE |
OUTPUT B: ALLIANCE AS THE RIGHT CHOICE |
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Sommario/riassunto |
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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 |
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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 |
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