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The Association of Strategic Alliance Professionals (ASAP) and allianceboard partner to elevate alliance management through technology

Posted By Kimberly Miller, Wednesday, February 12, 2020

Alliance technology has become an imperative for alliance professionals – ASAP and allianceboard are teaming-up to combine resources, best practices, and technology to support ever-evolving collaboration models.

This month, ASAP and allianceboard announced a technology and knowledge partnership that will combine ASAP resources and best practices with allianceboard’s purpose-built alliance management software solution.

The partnership between ASAP and allianceboard will create value in:

  • Offering special subscription packages for ASAP biopharma member organizations
  • Providing ASAP membership benefits to allianceboard clients
  • Integrating ASAP resources and best practices into the allianceboard platform
  • Jointly developing resources for the benefit of the alliance management community

“Our partnership with allianceboard supports ASAP’s mission to elevate the alliance management profession and to amplify its impact.  This enables ASAP to extend our resources through the allianceboard digital platform to our biopharma members and to provide these benefits to an even broader audience. allianceboard was designed from the ground-up around the needs of alliance management so this is a natural fit for our biopharma members,” said Mike Leonetti, President and CEO of ASAP.

“ASAP’s thought leadership in alliance management combined with their extensive resources have had a tremendous impact on the evolution of alliance management over the past two decades. Our clients globally recognize how much our solution, built around best practices, has become a game changer for them. We are excited to join forces with ASAP in our common mission to support organizations in achieving their growth and innovation goals through strategic alliances,” said Louis Rinfret, founder and CEO of allianceboard.

Benefits for ASAP members and allianceboard clients https://www.allianceboard.com/asap-allianceboard-partnership

ASAP membership overview

https://www.strategic-alliances.org/page/membership

allianceboard overview

https://www.allianceboard.com

About ASAP

The Association of Strategic Alliance Professionals (ASAP) is the leading global professional association dedicated to the formation, implementation, and transformation of alliances, collaborations and business partnerships. ASAP provides its members forums for networking and professional development along with access to tools and resources, while working to elevate and promote the discipline of alliance management. Founded in 1998, ASAP is a non-profit global professional membership organization with over 2,250 members representing over 35 countries across the globe. Membership represents a cross-sector of industries including high tech, biopharma, finance, insurance, and retail to name a few.

About allianceboard

allianceboard is a purpose-built, easy-to-use alliance management platform for alliance professionals. allianceboard has been developed to give alliance managers a state-of-the-art tool that’s simple and scalable – to stay on top of it all, show organizational impact and easily collaborate with partners for innovation and growth.

Tags:  alliance  alliance managers  Allianceboard  best practices  management platform  partnership  resources  tools 

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Accelerating Medicines and Jump-Starting Treatments: Public-Private Partnerships Enlist Takeda and Other Biopharma Companies in the Fight Against Serious Diseases

Posted By Hugh Rauscher, Friday, January 31, 2020

As the healthcare and biopharma ecosystem expands and diversifies, the public-private partnership model offers an important sphere of collaboration between biopharma companies, medical institutions, patient advocacy foundations, and governmental entities. Biopharma companies—many ASAP members among them—are increasingly getting involved with nonprofits, foundations, and other organizations to tackle the toughest diseases, and that includes ASAP global member Takeda Pharmaceuticals.

Takeda is a participant in approximately 80 large-scale collaborations between public and private entities designed to address significant health issues. The majority of these collaborations are around researching and developing new treatments. “We look to get involved where we can add value and where there is value to Takeda,” said Sean Breen, head of global science advocacy and public-private partnerships at Takeda. “In particular, we look for partnerships where patients and patient organizations have a voice in development and can help all the stakeholders understand what patients need.”

Two of the most significant public-private partnership models are the EU-sponsored Innovative Medicines Initiative (IMI) and the US-centered Accelerating Medicines Partnership (AMP).

Launched in 2008, the IMI is sponsored by the Directorate General for Research and Innovation of the European Commission. The IMI brings together medical institutions, academia, foundations, and industry with the aim of removing research bottlenecks in drug development. According to the IMI website, its €5 billion budget makes it the largest biomedical public-private partnership in the world. 

The AMP is a public-private partnership between the National Institutes of Health, the US Food and Drug Administration, and multiple biopharmaceutical and life science companies and nonprofit organizations. The AMP was launched in February 2014, with projects in three disease areas: Alzheimer’s, type 2 diabetes, and the autoimmune disorders of rheumatoid arthritis and lupus. In January 2018, an AMP project on Parkinson’s disease was also launched with nine partners. The partnership seeks to identify and validate promising biological targets for therapeutics and ultimately increase the number of new diagnostics and therapies for patients while reducing the time and cost of developing them.

“Increasingly, we are seeing regulatory and governmental authorities keen to foster collaboration in areas such as identifying biomarkers and translational research, especially around rare diseases,” said Breen. “Our people learn a lot from being involved in an effort with other world experts.”

There are important differences in the approach and mindset required when working alongside, in many cases, dozens of other biopharma companies that have been brought in to lend expertise. In such cases, Takeda does not have direct control over the objective, the data, or the intellectual property. “Sometimes we have a financial investment, but more often our ability to exercise influence depends on what we are contributing, whether that be know-how or data,” said Breen.

“As participants in these public-private partnerships, we need to understand the problem from the perspective of other stakeholders and work together for mutual benefit. This requires a flexible, adaptive mindset and not everybody can be successful.”

Takeda is not alone in these public-private partnerships. Other ASAP members that are part of AMP include global members Janssen, Lilly, and Merck, and corporate members Celgene, GlaxoSmithKline, Pfizer, and Sanofi. This promises to be an important area of expanding cooperation and collaboration between multiple entities, public and private, so expect to hear more about these disease-fighting efforts.

Tags:  Accelerating Medicines  Accelerating Medicines Partnership (AMP)  and Merck  Celgene  collaborations  GlaxoSmithKline  Innovative Medicines Initiative (IMI)  Janssen  Lilly  Pfizer  Public-Private Partnerships  Sanofi 

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Supreme Allies: ASAP Unveils 2020 Alliance Excellence Award Finalists

Posted By Jon Lavietes, Wednesday, January 15, 2020

It is that time of year again. ASAP has revealed its list of Alliance Excellence Award finalists for 2020. Like previous winners before them, this year’s nominees created innovative products, threw lifelines to citizens in need all around the world, increased company profits, got us closer to game-changing cancer drugs, and improved the internal function of individual alliances and alliance management practices.

“Each year, we find the companies that use the most fundamental tenets of alliance management to get powerful results from their collaborations, all the while tailoring these principles as necessary to fit an ever-changing business landscape,” said Ard-Pieter de Man, CSAP, PhD, Vrije Universiteit Amsterdam, who oversaw the evaluation and selection of submissions. “This year’s nominees are no different. Everyone in the alliance management community will learn a great deal from how these organizations achieved such amazing outcomes in 2019.”

Contenders will be vying for awards in the following four categories: 1) Alliance for Corporate Social Responsibility, 2) Alliance Program Excellence, 3) Individual Alliance Excellence, and 4) Innovative Best Alliance Practice. (ASAP’s web site breaks down the criteria for each of these areas.)

Here is an overview of our finalists’ stories:

Alliance for Corporate Social Responsibility

  • Banistmo – The largest bank in Panama teamed with Reciclar Paga, an organization that collects and recycles materials, to open “ecological ATMs” all over the country where citizens automatically receive credit in their Nequi Panamá accounts when they deposit plastic bottles, cans, and other recyclables. (Nequi Panamá is Banistmo's digital financial platform.)  
  • Ericsson – This telecommunications giant provided the foundation for the United Nations World Food Programme’s (WFP) Emergency Telecommunications Cluster (ETC), which established and maintained voice and data connectivity in the aftermath of natural disasters. Hundreds of employee volunteers have been trained and deployed all over the world, supporting over 40 humanitarian relief efforts in 30 countries.
  • International SOS – The global medical and security services company partnered with wellness company Workplace Options to deliver comprehensive physical, mental, and emotional well-being services to expatriates, traveling students, and businesspeople worldwide. This partnership shows how the combination of industry-leading expertise from different organizations can support people in need.
  • Protiviti – Protiviti teamed with nonprofit organizations Feeding Children Everywhere and Rise Against Hunger to deliver millions of meals to hungry families around the world.  An open, flexible partnering model has enabled Protiviti to work with numerous partners across multiple locations worldwide.
  • SAS Institute – SAS’s ecosystem hosted the annual Nordic Hackathon, which aims to use “data for good.” Hackathon participants have created solutions that help doctors detect and treat heart failure, consumers make climate-friendly food choices, and war refugees find their families, among other use cases. The Hackathon is an integral part of SAS’s partnering program.

Alliance Program Excellence

  • Cancer Research UK (CRUK) – A global nonprofit institution established its inaugural alliance management function to provide strategic oversight and best-in-class practices to its large-scale strategic drug discovery collaborations and cofunded platform technology relationships. The alliance program is unique in the way it connects CRUK’s extensive network of academic researchers to biotech and pharmaceutical companies.
  • Blue Yonder – In response to increasing customer demand for cloud solutions, Blue Yonder revamped its Partner Advantage Program to include a prescriptive learning–based Partner Academy, two new partner-ready cloud environments, a Solutions Marketplace, and a Partner Locator, a searchable lead-generation engine for end users, among other features.
  • Merck KGaA, Darmstadt, Germany ­– The pharma stalwart implemented a state-of-the-art performance management program for alliances including innovative metrics for decision making and benchmarking with competitors.  KPIs are tracked on a quarterly basis. Analysis of these KPIs quarter to quarter enables continuous improvement of the alliance management function.

Individual Alliance Excellence

  • Banistmo and Sodexo – The companies combined the former’s Nequi Panamá digital banking platform with Sodexo’s Vale Panamá voucher system to create e-vale, a tool that enabled business and public agencies to provide bonuses and incentives to employees. The alliance also succeeded in building an ecosystem around this product.
  • Cancer Research UK (CRUK) and Celgene – CRUK and Celgene formed an alliance centered on research into multiple cancer-associated proteins across diverse cancer types. The alliance was structured according to ASAP best practices and implemented a mechanism for CRUK to independently engage with its academic network and make flexible spending decisions.
  • Genpact and Deloitte Genpact’s collaboration with Deloitte featured a comprehensive mix of traditional alliance best practices and modern innovative tools, such as “social capital” and “Evangelists,” people with experiences at both firms whose primary role is to help drive the connection between the respective teams. 
  • Ipsen and Debiopharm – With their contract coming to an end in 2018, Ipsen and Debiopharm rebooted and revamped their 35-year-old alliance. The partners have shown an exemplary ability to reinvent their alliance. The reset resulted in a new partnership model and a new contract for the next 15 years of partnership.

 Innovative Best Alliance Practice

  • Alcon – The company’s Trinity partner relationship management system helped streamline the reporting, governance, analytics, and communication related to alliances that impact the organization’s business development and licensing (BD&L) group. The system enhanced compliance with alliance agreements and improved alliance management.
  • Citrix (Coopetition Guidance) – With its strategic allies acquiring competitors, Citrix created guidelines for transitioning away from partners-turned-rivals. The tool is publicly available and provides a step-by-step blueprint to develop a response strategy when a partner becomes a competitor.
  • Citrix (RFSA) – The virtualization giant’s Request for Strategic Alliances Engagement (RFSA) program aligned the engineering, product management, marketing, and alliance management functions so that the company could evaluate and respond to proposed initiatives from partners significantly faster.
  • PTC – The company cobranded a series of Digital Centers of Excellence (CoE) where partners can demo Internet of Things (IoT), Augmented Reality (AR), and Product Lifecycle Management (PLM) solutions to customers and prospects. This program had a significant effect on top-line growth.

“Every profession distinguishes its top performers, and ASAP is proud to do the honors for the crème de la crème in alliance management,” said Michael Leonetti, CSAP, president and CEO of ASAP. “With more and more organizations submitting for these honors, there is mounting evidence that organizations of all kinds see the Alliance Excellence Awards as a means to validating their standing as innovators.”

The winners will be announced on Tues., March 17 at the ASAP Global Alliance Summit in Tampa, Fla.  

Tags:  alliance  alliance management  Banistmo  Blue Yonder  Cancer Research UK  Celgen  Darmstadt  Debiopharm  Deloitte  ecosystem  Ericsson  Genpact  Germany  International SOS  Ipsen  Merck KGaA  Nequi Panamá  partnering model  partnering program  partners  partnership  Protiviti  SAS Institute  Sodexo 

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Coopetition Pulse Survey Request from ASAP EPPP Vantage Partners

Posted By Jonathan Hughes, Partner, Vantage Partners , Friday, December 20, 2019

In today’s rapidly evolving market ecosystems, interactions between companies are neither simple nor static.  Companies engage in both competitive and collaborative interactions with one another; companies that were once considered fierce competitors are now also each other’s most strategic partners.  Consider, for example – Amazon Prime Video and Netflix are fierce competitors in the video streaming space, and Amazon Web Services provides the backend infrastructure for Netflix’s streaming operations. 

Unfortunately, many companies fail to maximize value from their relationships – with resellers, alliance partners, customers, and suppliers – because they fail to employ effective strategies for managing coopetition.  How well does your organization optimize the value of its third-party relationships?

ASAP is collaborating with Vantage Partners in an effort to collect data points from its members which will contribute to the findings of this survey.  The outcomes of this survey will add to ASAP’s growing knowledge base and member resources.

Please consider contributing to this study by answering five short questions about your company’s experiences, capabilities, and strategies for managing coopetition with the Vantage Partners Coopetition Pulse survey:

Take the Vantage Partners Coopetition Pulse Survey now                                                                                          

You can also opt-in to receive our report, incorporating results from this survey, on the value of effectively engaging in coopetition, and what separates market leaders from laggards.  This survey is completely anonymous; responses will only be reported in aggregate and will not be attributed to any individual or company.  

Tags:  Amazon Prime Video  competitive  competitors  coopetition  ecosystems  Netflix  strategic partners  strategies  Vantage Partners 

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Sales Is Hard; Selling Together Is Harder: Operating in a Collaborative Selling Environment

Posted By Mike Leonetti, CSAP, Thursday, December 19, 2019

Recently I’ve had some interesting conversations with members, both in technology sales and in biopharma, that caused me to reflect on my own years of experience in pharma commercial alliances and also what I know from our members about go-to-market alliances on the tech side. I spent many years managing sales teams and commercial partnerships and thinking and working through the challenges involved. So I always listen with great interest when folks tell me about the issues they see coming up in their go-to-market collaborative selling efforts.

In addition, here at ASAP we’re currently doing a survey with IDC that among other things touches on joint incentive compensation (IC), so all of that got me to thinking about collaborative selling practices that may be similar between industries. No matter which vertical we’re in, we all tend to face similar challenges when it comes to joint selling. The biggest ones seem to boil down to these:

The “Kumbaya” factor. You’ve probably heard—or even said—some version of “Do nice to me and I’ll do nice to you,” or “You deal with your customers and I’ll deal with mine.” OK, that’s fine—I’m as big a believer in the Golden Rule and pulling together a team as the next person—but the truth is the effort must be focused around how we actually create additional value through our joint selling efforts. What new customers can we reach, how many additional high-value presentations can we make, and how can we together create a need for our product?

The what, the how, and the why. Does everyone on alliance selling teams understand the benefits, value, process, and procedures for creating value with this product or service? Have we spent enough time defining our mission, goals, and objectives? Does everyone understand regulatory limitations, order processing, and who are the key support personnel in the home office? Do we have a well thought out onboarding plan, or are salespeople simply being handed a product or solution with some heavy reading material and told to go sell it?

Time, coordination, and leadership. Partnership sales always requires more time. It takes coordination, proper routing, and customer service, and all of that requires collaboration—not typically a strong suit of most salespeople. For an executive who’s responsible for partnership sales, recognizing that collaboration may represent a developmental need for many salespeople and dedicating the time to focus and nurture that competency is a leadership requirement—but it can easily take a backseat in a competitive selling environment. Are we providing the time and guidance needed to include this coordination and development?

Rewarding collaborative behaviors. Do you model and reward collaborative behaviors? Rewards for sales folks are typically monetary-driven. Have you defined other rewards for repeating and achieving results from collaborative behavior that rival “sales rep of the month”? Although gift certificates and recognition will never carry the weight of a well-developed IC plan, it’s important to reward these behaviors and provide public recognition. And while incenting the final sale is critical, it’s also a great idea to recognize the behaviors that lead to sales results.

Credit where credit is due. Speaking of incentive compensation, have you defined proper ways for all selling partners to receive credit? Are their goals aligned? Is their payout equivalent for equivalent results? Who gets the credit? Or do you assume that both partners do? While there are many ways to create fair and partnership-oriented IC plans, many plans lack the proper planning for partnership sales incentives.

Socialization. Are you or have you completed your partner socialization efforts? It’s the small stuff that counts: sales rep roster exchange, team partner mapping, inclusion of partners in selling meetings, and ultimately, management’s recognition of not just its own sales reps, but the partner’s.

Company culture. Have you aligned your cultures? Do you understand the key differences between your two companies? Company A, for example, may require its sales reps to make eight calls a day, no excuses. Company B, on the other hand, requires just two high-quality calls per day—they’re more concerned about quality than quantity. So when A and B sell together, what’s the expectation for the partnership?

Account management. Have you aligned accounts, targets, lead generation, and prospects for the multiple parties selling to these accounts? Do your support teams understand the impacts or requirements when assigning targets, and how are joint sales targets prioritized and accounted for? What about entertainment? How are the dollars shared? Whose company’s policies and practices prevail?

These are just a few of the collaborative sales challenges that I’ve been discussing with others lately. I think they’re probably common to most go-to-market alliance efforts, as well as to copromotion in biopharma, or any joint selling process that occurs when two or more companies come together with collaborative selling practices.

What do you think? What are some of the challenges you see? Let’s start a dialogue. Type in a comment below.

Tags:  Account management  alliances collaborative selling  collaborative  collaborative behaviors  commercial partnerships  company culture  competitive selling  leadership  partners  partnership-oriented  socialization 

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