| Mark Darby is Founder & Principal of ALLIANTIST. ALLIANTIST is an alliance solutions provider that enables organisations to get measurable benefits from their partnering and alliance activity. ALLIANTIST helps clients generate a positive reputation and results from their alliance activity, creating real value from the way they work with internal colleagues, alliance partners, suppliers, distributors, customers, and even competitors. Prior to ALLIANTIST Mark led the UK extended enterprise consulting activity for Deloitte, and before that designed and built Reuters first UK and then global alliance programme. He was also instrumental at The Rank Group over eight years with its alliances, strategic sourcing and supplier relationship management activity. Having operated for nearly twenty years across the value chain as advisor, supplier, customer and partner in working with global and international organisations like HP, Deloitte, Reuters, Cisco, IBM, Siebel, Fujitsu, The Rank Group, BT, the UK Public Sector and many small and medium size enterprises, Mark is well placed to share his experience and make a real difference quickly.
Mark also has an MBA from the University of Reading where he carried out extensive research on alliances. He is a Member of the Institute of Directors, a Fellow of the Chartered Institute of Management, a Member of the Chartered Institute of Marketing, a Member of the Chartered Institute of Purchasing & Supply as well as a Member of Association of Strategic Alliance Professionals (ASAP) and ex Board Director of the European branch of ASAP. Mark is also a regular speaker on alliances and has been published in a number of business journals. |
| Foreword by Jeff Alexander, Seeda Acknowledgements Preface PART I: USING ALLIANCES TO CREATE VALUE 1 How Value and Advantage Affect Firm Activities 2 Understanding Alliances 3 Forces Driving for Alliances 4 What Winning Alliances Look Like 5 Forces Challenging Alliance Success 6 Alliance Brand PART I SUMMARY PART II: HAVING A CAPABILITY TO PARTNER 7 Clarity on Strategy 8 Clarity On Core Competences 9 Ability To Make Effective Strategic Choices 10 Attractiveness of Assets 11 Ability to Collaborate Internally and Externally 12 Ability to Govern Effectively and Manage Complex Relationships 13 Effectiveness of Alliance Infrastructure PART II SUMMARY PART III: WINNING WITH ALLIANCES 14 Phase 1: Pre-Alliance 15 Phase 2: Pre-Partner 16 Phase 3: With-Partner Planning 17 Phase 4: Alliance Launch 18 Phase 5: With-Partner Delivery 19 Phase 6: Alliance Reviews 20 The Journey to Alliance Brand and Winning Alliances Appendix: Alliance Brand Quick Test References Index |
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