Effective Partnerships And Alliances
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Transcript of Effective Partnerships And Alliances
Achieving GoalsThrough Collaboration and
Cooperation
Mitch Federman
Yardley, PA
Effective Partnerships and Alliances
Benefits of Partnerships and Alliances
Enlarge MarketsIncrease RevenueShare RiskReduce Time-to-MarketReduce R&D ExpenseReduce Marketing
ExpensesGain Access to Scarce
Resources
Elements of a Viable RelationshipCommon, Concentric, or Complementary Goal SetsComplementary Capabilities, Skills, or MarketsComplementary or Similar CulturesRespect for the Values of Potential PartnerEach Party’s Constraints and/or Limitations Are
RecognizedComparison of Processes and Establishment of
Common “Best Practices”Joint Planning, Scheduling, and ManagementSingle Points of Contacts for Each Function Channeled CommunicationsClear Exit Strategy
Traits of Successful Alliance Leaders
Vision of End Goals Commitment/DedicationRelationship Management
SkillsLeadership SkillsOrganizational SkillsTeam-Building SkillsInterpersonal SkillsProject Management Skills
Research SkillsFinancial/Analytical SkillsManagement DisciplineResource ManagementCommunication SkillsNegotiation SkillsMentorship Capabilities
Got it all…?
Mitch Federman – “The Missing Piece”
I am a relationship-builder and facilitator. I work with organizations to create synergies that accomplish challenging goals through the sharing of knowledge, experience, contacts, capabilities, risks and rewards.
Past Program Successes
Technology Acquisition/IntegrationJoint Technology/Product DevelopmentChannels DevelopmentCreating Synergies: Internal &
ExternalSales Teaming Agreements Public-Private PartnershipsCooperative Marketing Programs
Case 1:Technology Acquisition/Integration
Situation: Rid culture of “Not Invented Here” syndrome. Satisfy product plans
while reducing R&D expense and accelerating time to market
Action: Research potential alternative sources of required technologies Lead cross-functional team to evaluate, select and recruit
appropriate vendorsInfluence vendor technology direction in return for marketing muscle
and distribution channels.Incorporate use of new technologies into product roadmaps,
manufacturing, and marketing plans
Result: Early introduction of attractive new products with reliable and
competitively priced alternative display technologies and keyboards.
Case 2: Joint Technology/Product Development
Situation: Design and develop aggressive new microprocessor product but
lacks the practical experience needed to develop vital new process technology it requires.
Action: Partner with semiconductor manufacturer who does process
design while computer company does circuit design. Co-develop sophisticated multi-tier manufacturing process with
leading semiconductor manufacturer.
Result: LSI-11 (PDP-11 on a chip) and second manufacturing source MicroVAX on a chip and second manufacturing source
Case 3: Channel Development
Situation:Small niche software firm finds US market for it’s
product is saturated, European market is vibrant but how to reach and support it effectively?
Action: Researched and contacted fifty potential product
resellers/integrators. Issued RFP and evaluated responses. Recruited six. Provided sales training, technical training, marketing, and pre-
sales support. Supported forecasting efforts.
Result: Penetrated European market Received Export Achievement Award from US Dep’t of Commerce
and grant from Maryland Dep’t of Business & Economic Development
Case 4: Creating Internal Synergies - Building Client RelationshipsSituation:
After sequential changes to corporate business model and sales organization, customers and prospects had been left neglected, and sales processes were dysfunctional.
Action: Contacted accounts. Learned and resolved issues. Delivered
against commitments. Mapped account stakeholders - learned business problems, provided
information, followed through. Built rapport and credibility. Worked with Telemarketing to establish criteria for account
qualification and co-managed the process. Led peers in establishing transparent collaborative sales process
enabling joint effort with accounts to define and understand the costs and benefits of a proposed solution.
Result: Established a viable pipeline of sixteen $1 million+ sales
opportunities.
Situation: Convert a privately owned opportunity-driven software design firm into a
disciplined professional services organization. Dramatically improve revenue and margins, and ensure predictable, manageable growth.
Action: Leveraged architectural competencies into value-added system design
projects thus improving corporate revenue and margins.Teamed with a group of defense contractors to promote the use of
standards-based methodology for system design within several federal agencies.
Formed an alliance with complementary IBM Business Partners to credibly team, propose and deliver affordable enterprise-wide solutions to Fortune 1000 companies not directly serviced by IBM.
Result:Increased revenue 43% within eight months to $4.0 million.
Case 5: Creating Synergies –Leveraging Assets Via Teaming Agreements
Case 6: Public–Private Partnerships
Situation: Community-based non-profit support group partners with public-private
organizations to help reduce local unemployment.
Action: Group runs networking and support activities resulting in 68 job-seekers
returning to the workforce in 18 months Group co-sponsors job-fair with Bucks County Workforce Investment
Board, PA-CareerLink/Bucks County, and Bucks County Community College.
Begins coordination effort to help expand and migrate successful workforce development programs from Chester County into Bucks and other adjacent counties.
Result: Concerted effort just underway. Stay tuned….
Mitch Federman… …“Your Missing Piece”
Establishing Effective Partnerships and Alliances
Proven Results in Achieving Goals Through Collaboration and Cooperation
Mitch FedermanYardley, PA 19067Tel: 215-200-9035