Strategic Partnership Alliances Group Business Analysis

19 6.1 Strategic Risks ....................................................................................................... 19 6.2 Project Risks .......................................................................................................... 20 Stakeholder & Communications Management ..................................................................... 21 7.1 Stakeholder Assessment ....................................................................................... 21 7.2 Stakeholder Importance and Influence................................................................... 24 7.3 Community Consultation and Key Stakeholder Information.................................... 25 7.4 Key Messages ....................................................................................................... 25 7.5 Required Approvals................................................................................................ 25 7.6 Organisational Impact ............................................................................................ 25 Project Schedule.................................................................................................................. 26 8.1 Overall Project Schedule........................................................................................ 26 8.2 Staging of Works ................................................................................................... 26 Project Organisation

The alliance will share technological developments, innovations in R&D, define the responsibilities and limitations of each company as required for quality, quantity and production schedules, reduce risks, lessen costs and forge a long-term relationship of trust.

Successful partners view the alliance as an opportunity to learn rather than purely as a cost- or risk-sharing device.

BCG looked at the role of the Secretariat to ensure all gaps were filled between partner activities (p10) . The BCG consultant worked close to the Secretariat to implement processes for the organizational structure. The consultants approach was not to tell the Secretariat what to do but to guide the Secretariat in making necessary decisions. With BCG's guidance RBM's Secretariats came up with agendas and a set up document for board meetings. With the new criteria Senior Leadership amongst others will be prepared and less reluctant to show up to the meetings. BCG also focused on managing partnership governance in efforts to gain a more efficient partnership. BCG worked on clear lines of communication and documented the finding in the background so the findings could be used in the board meetings which will encourage senior leaders to

There is a remarkable increase in the form of strategic alliances, merger, and acquisitions, joint venture, takeover, etc. among national and international commercial marketplace. The primary reason for the adoption of collaborations is so as to fill in the remaining gap for an organization to remain competitive over the competitors in its region. The strategic alliance is such type of collaboration, which is used by companies by working together towards achieving their goals and objectives adequately (Volkmann, 2012). For example, Microsoft and Nokia made a strategic alliance for the purpose of developing a quality based Windows mobile phone for acquiring a significant market share in the mobile industry. Similarly, ‘CISCO Systems’ partnered with China’s largest e-commerce company ‘Alibaba’ to deliver exceptional services to their corporate clients.

Discuss how market-led strategies can help businesses to drive growth and sustain competitive advantage, use examples from US, European and/or Far Eastern businesses.

SWOT analysis involves identifying business’s strengths and weaknesses, and examining the opportunities and threats which may affect the business. SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective.

SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues1. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. SWOT analysis measures a business unit, a proposition, or idea.

3. Strategic alliances and partnerships within and outside of Usaha Tegas Group (help to capture new markets)

 Key partner  Marketing partner  Advisor partner  Raw material partner  Health partner  Financial partner

A project management approach to strategic partnerships is well understood, and is often within the comfort zone of financial managers.

First thing first, conduct monthly meetings with all stakeholders explain the target of the organization and present ways to attain the target monthly by the CEO and the participation of all stakeholders.

Strategic alliances are partnerships which are formed between more than one firm that will see these firms combine their managerial, financial and their technological resources as well as their individual competitive advantages for the sole purpose of pursuing mutual goals. These are often termed as cooperative strategies. There are several categories of strategic alliances in existence (Deresky, 2011). These forms of strategic alliances have their individual merits and demerits. The paper will look at examples of these strategic alliances highlighting on their advantages and disadvantages.

Strategic alliance: In this scope, it is helping to make the foreign sales and exchanges the trade what we done. It is like a third party work.

Therefore Mr. Heal and Mr. Thomas will need to develop a joint business plan whereby both firms can leverage the alliance without impeding on creativity, future development, or current product offerings.