LEADER 05224nam 22006374a 450 001 9911019730803321 005 20200520144314.0 010 $a9786610519156 010 $a9781119208990 010 $a1119208998 010 $a9781280519154 010 $a1280519150 010 $a9780470035306 010 $a0470035307 035 $a(CKB)1000000000357063 035 $a(EBL)267124 035 $a(OCoLC)86068307 035 $a(SSID)ssj0000101383 035 $a(PQKBManifestationID)11122020 035 $a(PQKBTitleCode)TC0000101383 035 $a(PQKBWorkID)10038584 035 $a(PQKB)11365728 035 $a(MiAaPQ)EBC267124 035 $a(Perlego)2750565 035 $a(EXLCZ)991000000000357063 100 $a20060518d2006 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aAlliance brand $efulfilling the promise of partnering /$fMark Darby 210 $aChichester ;$aHoboken, NJ $cJohn Wiley & Sons$dc2006 215 $a1 online resource (410 p.) 300 $aDescription based upon print version of record. 311 08$a9780470032183 311 08$a0470032189 320 $aIncludes bibliographical references (p. [357]-362) and index. 327 $aCover; CONTENTS; FOREWORD BY JEFF ALEXANDER, SEEDA; 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 327 $aINCREASING 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 327 $aDOES 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 327 $aSTRENGTHS 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 327 $aMANAGING 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 327 $aOUTPUT B: ALLIANCE AS THE RIGHT CHOICE 330 $aAs 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 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 606 $aStrategic alliances (Business) 615 0$aStrategic alliances (Business) 676 $a658/.044 700 $aDarby$b Mark$01838324 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9911019730803321 996 $aAlliance brand$94417290 997 $aUNINA