Despite the increase of alliance management know-how among ASAP members, the four State of Alliance Management Surveys conducted since 2001 found that success rates remain flat. As a case in point, in the 4th State of Alliance Management, researchers found a high level of adoption of tools and processes but a low level of usage. One noteworthy example was in the area of business planning. While 96 percent of the respondents in that survey indicated they had a business planning process for their alliances, only 24 percent indicated consistent use. In this study, the researchers investigate what organizations do when planning for their alliances. The results of this study shed light on the following questions:
- Do firms use the same planning processes for their alliances businesses as they do for their non-alliance operations?
- Is there a significant difference in the performance of firms that use a formal business planning process over those that do not?
- What aspects of the business planning process have the greatest influence on alliance performance?
For this webinar the findings from the initial study will be augmented by results from follow up interviews conducted with respondents. Those interviews shed light on these additional questions:
- How are investment decisions made with regard to alliances?
- Are business cases an integral part of the decision-making process and, if so, how are they used?
- What tools are used to prepare a business plan and support an investment case?
Dave Luvison, CSAP, DBA
Affiliate Assistant Professor | Loyola University Maryland
Dave holds the rank of affiliate assistant professor at the Loyola University Maryland and is a Fulbright Specialist. He earned his doctorate of business administration from the H. Wayne Huizenga School of Business and Entrepreneurship at Nova Southeastern University.
His research and applied interests lie in the areas of inter-organizational collaboration and strategic alliances. Prior to entering teaching, Dave accumulated over 20 years of hands-on experience managing alliances, building alliance programs and consulting to firms in the area of alliance management. He holds a Certified Strategic Alliance Professional (CSAP) level certification from The Association of Strategic Alliance Professionals (ASAP), was one of the editors of The ASAP Handbook of Alliance Management: A Practitioner’s Guide, and has written the official review courses for both levels of the association’s certification exams. He also serves as a faculty member for the American Management Association, where he authored three courses on strategic alliances. His academic research has been published in The International Journal of Strategic Business Alliances, Management Decision, and The Journal of Applied Management and Entrepreneurship, as well as various edited books.
CEO and Founder | Partner to Profit
Keith Gaylord is CEO and founder of Partner to Profit, a cloud-deployed business planning, analysis and management tool designed specifically for Alliance-Partnerships. A former IBM Alliance Executive and a co-author of the original ALLIANCE MANAGEMENT WORKBOOK (IBM, 1994), Keith played key roles in creating a “Branchise” business model for IBM and the design of the professional certification program for the Association of Strategic Alliances Professionals.