1. The Science of Alliance November 2013

2. Expectations  Make it easier to engage with customers in a more co-ordinated way  Move up the value chain  Handle the issue of ‘co-opetition’  Help us work more closely together  Improve joint planning  Capitalise on understanding each other better The Science of Alliance

3. Agenda for this Meeting  Thought-starter on making partner or alliance arrangements work  Look at the human dimensions  Understand the impact of behavioural style  Interpret aspects of my own style  Undertake some joint planning with references to styles The Science of Alliance

4.  The race for the world  The race for the future “No one can go it alone” Hamel & Doz The Science of Alliance

5. The Business Drivers Behind Alliances  To build critical mass and capability in chosen markets without adding resources  To differentiate through process, not product innovation  To lock in customers and co-suppliers and lock out competition The Science of Alliance

6. The Business Drivers Behind Alliances  To piggyback distribution and market intelligence  To leverage their customer base and stretch their brands  To gain relatively low-cost, low-risk entry to new markets  To meet expectations of stakeholders The Science of Alliance

7. Common Issues in Alliances  Transparency  Unequal partners and their shifting commercial value  Changing or unclear business objectives  Turnover of key players in the relationship The Science of Alliance

8. More Common Issues in Alliances  Unrealistic expectations  Culture- or values-driven antipathy  Communication/conflict/escalation systems  Confusion about strategy and inter-dependence The Science of Alliance

9. Contact Details Contact details Peter Grundy Managing Director the Partnership 01634 846992 07956 667233 peter.grundy@the-partnership.com The Science of Alliance