Originally posted on 2/1/2013
Each quarter we like to dedicate a few blog posts to providing teasers and outtakes of larger features that appear in the current or upcoming issue of Strategic Alliance Magazine. With our Q1 2013 edition at the printer now, we thought it was time to provide you with a glimpse of what you will soon see in the magazine, along with some bonus material.
In our main feature on partner selection, we spoke to many folks representing a cross-section of industries, including Snehal Desai, CA-AM, global business director at Dow Water and Process Solutions. Desai is one of the eight founding members of ASAP, and Dow has held an ASAP Corporate Membership for several years. In past conversations with ASAP Media, Desai has noted that he learns a lot from his IT and biopharmaceutical alliance colleagues, the two markets in which alliance management has been integrated deeply into company and industry culture. However, he did observe a major difference between points of emphasis in the partner selection process for Dow as compared with other verticals.
While other markets rely on “more channels,” leading companies to play an ”an options game”—an obvious reference to the IT industry which understandably needs alliances to grow business—Desai said Dow is simply trying to find the right fit, which he described as a “complimentary resource to get from a to b.”
“It’s not about volume, it’s about quality,” he added.
Since Dow is usually looking for approximately “three or four” good partners at any given time, Desai said the company’s alliance professionals essentially wear both the business development and alliance management hats. The person looking for deals is equally responsible for building the relationship.
“It’s a unique individual that can do them both,” Desai said.
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