TRAINING
ASIA STRATEGIC PLANNING &
STRATEGY TRAINING COURSES
Corporate In-house Training: our Trainers can travel to
your office for corporate in-house training.
Public Training: event managers can contact us for
customised course requirements.
Joint Ventures & Strategic Alliances Course
Key Benefits of Attending
In this 2-day
intensive program, you will gain practical knowledge on how to:
-
Minimise
alliances failures and making them work successfully
-
Respond
more rapidly to competitive challenges
-
Achieve
significant new business growth opportunities
-
Acquire a
strategic partnering framework as an integral part of corporate
strategic planning
-
Identify,
screen and evaluate an optimum strategic partner
-
Structure
and implement the alliance
-
Maintain
communication between partners
-
Review and
evaluate the alliance
-
Manage the
alliance or partnership through periods of change and through
alliance portfolio approach
Who Should
Attend
This Course is
specially designed for senior management as well as all managers,
department heads and team leaders who are directly involved in corporate
strategic planning, strategic alliances, corporate development, those
who makes the key decisions surrounding strategic alliances, joint
ventures and partnerships as well as industries that are facing rapid
growth, uncertainty, or discontinuity.
Course Outline
I.
Introduction & Background
The Asia
Pacific region which missed out on the alliance boom of the early 1990s,
experienced considerable growth starting from the mid 1990’s, peaking in
2002. Alliances are still important today, reflecting increasing
globalization, rapidly growing sectors and sectors facing considerable
uncertainty and risk. However, even in recessions, strategic partners
can still use alliances opportunisticly as a driver of growth.
A. Course
Objectives
To form
alliances to achieve your organisation’s strategic goals
To apply a
systematic framework for planning, structuring, managing, and reviewing
your alliances
To develop
your alliance management capability and skills
B. Background
Nature and
role of alliances
Globalisation
of markets: exploit new, emerging and growing market opportunities
Technology: increasing technological complexity and speed. Alliances
offer new technology and addresses prohibitive R&D costs Building
organisational competency and market position Competitive scale: desire
to share risks and limit resources to commit to new ventures against
backdrop of increasing cost pressures Emerging trends in alliances and
globalisation
II. Phase
1: Strategy & Planning the Alliance
Developing the
strategy
Screening
alliance opportunities
Defining
alliance objectives and goals
Obtain new
technologies and competencies Exploit new market opportunities Build
market position rapidly Choosing an appropriate alliance type
Joint
ventures, strategic alliances, partial merger ; equity vs non-equity
alliances Key elements of JV Agreement Developing internal evaluation
and alignment
Develop and
agree on partner assessment criteria
III. Phase
2: Structuring & Forming the Alliance
Partner search
and evaluation
Conducting
strategic due diligence
Assessing
goodness of fit
Products,
technologies, markets/segments served, organisation, facilities,
relationships Identify synergies: reduce costs, eliminate assets, grow
revenues or reduce cost of capital Negotiating the alliance
Forming the
negotiation team
Preparing
internally for strategy, tactics, and roles
Launching and
conducting negotiations
Alliance
contract: including legal and tax counsel appropriately
Transitioning
to implementation
Debriefing the
negotiation
Determining
accountability
Transferring
the knowledge and responsibilities
IV. Phase
3: Operating and Managing the Alliance
Conducting
joint operational planning
Scenario
planning
Governance
structure
An alliance
specific governance structure with a clear purpose is needed with
explicit delegations from existing institutional governance structures
giving it the freedom to deliver targeted benefits and carry contingent
risks to initiate, fund and manage commercially based offshore strategic
alliances. Decision making
Assigning an
alliance manager
Launching the
alliance
Solving
problems, handling conflict and resolving cultural difficulties
Cultural
challenges vary in complexity depending on the country of origin of the
alliance partner and the target country of alliance operations.
V. Phase 4:
Reviewing and Evaluating the Alliance (Post-alliance Integration)
Monitoring
performance and report results
Managing
change
Exiting from
the alliance
Unilateral
exit or termination; termination for cause or ‘trigger event’;
insolvency of a party; change of control; material breach; or deadlock;
‘Texas shoot-out’ or ‘Russian roulette’ Building organizational alliance
capability
Supplier
relationship management
Cross-border
alliances
Alliance
portfolio management
Strategic,
corporate, business and relationship alliances
CONTACT
Lilian Leng, Service Manager
Tel: (65) 6788 5052, Fax: (65) 6281 5210, Email
info@asiabizstrategy.com,
Skype ID: AsiaBIZStrategy
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