Strategic Alliances and Marketing Partnerships: Gaining Competitive Advantage through Collaboration and Partnering PDF
Preview Strategic Alliances and Marketing Partnerships: Gaining Competitive Advantage through Collaboration and Partnering
strat_ali_mark_aw:Layout 1 4/3/09 12:53 Page 1 Richard Gibbsis a recognized expert in “‘Partner or perish’ has been a recognized mantra at Xerox for many years, reflected in our S The pressures to compete in a global T marketing channels and has held senior partnerships with Fuji-Xerox, at PARC and many others; in today’s economic climate partnering is R economy force businesses to work positions in major companies including Xerox ever more relevant and important. This book provides vital and practical understanding of how firms A collaboratively. While the rewards for and Novell Inc. His PhD from the University of can optimize the quality of their collaboration with suppliers, channels, alliances and customers to T partnering can be greater in value than E Gloucestershire followed an MBA from achieve productive and effective partnerships. The Gibbs and Humphries Partnering Types represent G STRATEGIC those which a firm could accomplish Henley Management College, and he an innovative perspective in the challenging environment of corporate organizational development I independently, many alliances fail, which C where it provides a powerful step forward in both management theory and technique.” continues to conduct research into how firms suggests a lack of the necessary knowledge Anne Mulcahy, Chairman and CEO, Xerox A gain competitive advantage through and skills to establish a successful L marketing partnerships. L partnership. “As the trend to outsourcing continues to grow, so too does the complexity of the supply/demand I A network. The difference between success and failure in today’s marketplace is increasingly Andrew Humphriesis currently CEO of N ALLIANCES Strategic Alliances and Marketing determined by the way that the interfaces in these networks are managed. New ways of working SCCI Ltd which specializes in measuring C Partnershipswill help you to understand with supply chain partners are clearly required. In this original and thought-provoking book the commercial relationship performance. E how partnerships function and how you can authors provide practical guidance as to how relationships in the supply chain can be managed S Following a career in the UK Royal Air Force & manage them more effectively and more effectively.” & as Head of Defence Aviation Logistics, he efficiently. Based on solid research and Professor Martin Christopher, Cranfield School of Management gained a PhD from Cranfield School of M dealing with key topics such as supply chain Management and an MBA from the Open management, marketing channels and According to a recent study, most companies surveyed nowadays recognize that alliances are of very A MARKETING University. high importance to the realization of their strategic objectives. However, the dramatically high failure R relationship management, it identifies the rate of business partnering – estimated at over 50 per cent – suggests that companies often lack the K factors that determine partnering skills and knowledge to determine the best strategic fit, negotiate win–win agreements, align E excellence. Whatever the nature of the T organizational cultures and get people to work together productively. I relationship – outsourcing, strategic N alliances or co-manufacturing – there are G Based on ground-breaking research Strategic Alliances and Marketing Partnershipsidentifies the key eight distinctive relationship types identified factors that determine partnering excellence and will help you to optimize your business-to-business P PARTNERSHIPS by the authors to help managers optimize partnerships. It will help you to understand how partnerships function and how you can manage them A business-to-business partnerships. R more effectively and efficiently – whatever the nature of the relationship. Using case studies it T explores key topics including: N With case studies from prominent global E organizations such as Wal-Mart, Toyota, • the strategic value of partnering; R General Motors and Dell, Strategic Alliances • the evolution of supply chain networks, marketing channels and strategic alliances; S and Marketing Partnershipswill help you to • the obstacles and drivers of successful partnerships; H Gaining competitive advantage understand the problems that affect I • relationship marketing; P partnering and make effective decisions to • understanding partnership and alliance dynamics; S improve both the relationship and • evaluating partnership performance. through collaboration and productivity. & Strategic Alliances and Marketing Partnershipsalso includes eight distinctive relationship types, A NR partnering defined by the authors, to help you to identify and assess the nature of your own partnerships, DI RC maximize their value and ensure their success. EH WA R HD U G MI PB £30.00 HB RS US $49.95 I E S ISBN: 978-0-7494-5484-5 Kogan Page Kogan Page US 120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA 9 780749 454845 www.koganpage.com Business and management RICHARD GIBBS & ANDREW HUMPHRIES strat_alli_mkt_part_hp:Layout 1 15/10/08 15:55 Page 1 STRATEGIC ALLIANCES & MARKETING PARTNERSHIPS Praise for Strategic Alliances and Marketing Partnerships “Gibbs and Humphries have gone further than any other authors in this vexed area of ‘strategic partnering’. Along the way they have exploded many myths, and got to the very essence of what works, when, and where. Their original typology of partnering types will be a vital aid to managers interested in understanding what is really happening in their supply chains, and how to address emergent issues. This is a ‘must read’ for those managers genuinely seeking to achieve and sustain higher levels of performance in the enterprise supply chains in which they participate.” Dr John Gattorna, author, Living Supply Chains, and supply chain ‘Thought Leader’ “Marketing channels are critical to our business. Understanding the dynamics of partnerships is a fundamental pre requisite. This book is invaluable in describing the complex workings of marketing channel partnerships, how to ‘weigh and measure’ them, identify corrective actions and crucially how to develop and manage them successfully.” Peter Ward, Vice President and General Manager, Xerox Europe “This book explains the rational for working with marketing channels as well as the underlying dynamics of channel partnering. It is more than just a primer; it provides real insight and practical understanding to anyone whose go to market strategy embraces alliances and channels. The clarity of the explanations of complex themes and ideas is excellent, while the partnership types represent a breakthrough in our understanding of partners and how to manage and market to them.” Michel Clement, Vice President, Oracle Europe “These boys are on to something here. We all strive to exploit our customer/supplier relationships but, human nature being what it is, we tend to move in slow and incremental steps towards our shared goals often challenged and delayed by mutual distrust and ignorance. The best take bold and imaginative steps but even they need a handrail; this book provides valuable insights into how partnerships can and should develop coherently, logically and with all stakeholders engaged, to achieve that goal of a true ‘win–win’ outcome.” Air Vice-Marshal Matt Wiles CBE, Director General Joint Supply Chain, UK Ministry of Defence strat_alli_mkt_part_tp:Layout 1 15/10/08 15:55 Page 1 STRATEGIC ALLIANCES & MARKETING PARTNERSHIPS Gaining competitive advantage through collaboration and partnering RICHARD GIBBS & ANDREW HUMPHRIES London and Philadelphia This book has been endorsed by the Institute of Directors. The endorsement is given to selected Kogan Page books which the IoD recognises as being of specific interest to its members and providing them with up-to-date, informative and practical resources for creating business success. Kogan Page books endorsed by the IoD represent the most authoritative guidance available on a wide range of subjects including management, finance, marketing, training and HR. The views expressed in this book are those of the authors and are not necessarily the same as those of the Institute of Directors. Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors. First published in Great Britain and the United States in 2009 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA www.koganpage.com © Richard Gibbs and Andrew Humphries, 2009 The right of Richard Gibbs and Andrew Humphries to be identified as the author of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978 0 7494 5484 5 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Gibbs, Richard, 1955- Strategic alliances and marketing partnerships : gaining competitive advantage through collaboration and partnering / Richard Gibbs and Andrew Humphries. p. cm. Includes index. ISBN 978-0-7494-5484-5 1. Strategic alliances (Business) 2. Relationship marketing. 3. Marketing. I. Humphries, Andrew, 1949- II. Title. HD69.S8G53 2009 658'.046--dc22 2008039201 Typeset by JS Typesetting Ltd, Porthcawl, Mid Glamorgan Printed and bound in India by Replika Press Pvt Ltd Contents About the authors ix Foreword by Russell Peacock xi Introduction: Placing a value on your key commercial partnerships 1 1. The business of partnering 13 A crisis in management 13 Diminishing sources of competitive advantage 15 From product-base competition to knowledge-base advantage 17 Extending the boundaries of the firm 19 The strategic value of partnering 22 Partnering and competing supply chains 28 The problems of understanding your partners 31 2. The evolution of partnership-driven business strategies 37 Introduction 37 The development of supply chain management 38 Supply chain networks 48 Strategic alliances 50 Marketing channels 52 Managing buy-sell relationships 57 Conclusion 63 3. The obstacles and drivers of successful partnerships 65 Introduction 65 vi Contents Leveraging mutual investments 66 Learning from each other 71 Governance 74 The influence of leadership and control mechanisms 77 Understanding partnership performance 79 Proactive relationship management 85 Summary 89 4. Relationship marketing: a ‘new-old’ theory of business relationships 91 Marketing foundations 91 Relationship marketing rediscovered 92 Collaborate or fail 94 From power management to relationship management 97 The relationship business 98 Modelling the marketing relationship 100 Managing partnership value 108 Building relationship management capabilities 110 Summary 111 5. Understanding partnership and alliance dynamics 115 Introduction 115 A ‘new economic’ view of partnerships 116 Partnerships as spiral dynamics 119 Finding the measure of partnership performance 122 Conclusion 141 6. Working hard at the ‘soft’ factors 143 Introduction 143 Evaluating partnership performance 144 Opportunities and challenges created through collaborative innovation 148 Opportunities and challenges created through partnership quality 153 Opportunities and challenges of creating value 157 The model of partnership performance 161 Summary 162 7. The Gibbs+Humphries Partnership Types 165 Introduction 165 Contents vii Evangelists 166 Stable Pragmatists 171 Rebellious Teenagers 176 Evolving Pessimists 180 Captive Sharks 184 Cherry Pickers 188 No Can Dos 192 Deserters 196 Summary 199 8. Making partnerships and alliances work for you 203 Management implications 203 Determining the right partnership type 204 Partnership types and market development 210 Relationship management and the Gibbs+Humphries Partnership Types 211 The Gibbs+Humphries Partnership Types and marketing 219 Conclusion 223 Further reading 227 Index 229 THIS PAGE INTENTIONALLY LEFT BLANK viii About the authors Richard Gibbs and Andrew Humphries have a unique mix of hands- on experience and academic research and understanding. Richard’s career spans senior sales and marketing positions in major multinational companies such as Xerox and Novell Inc. Most recently he was responsible for European distribution operations at Xerox where he architected the transition from fragmented to centralized distribution services and managed the dispersed account team charged with managing established and new distributor rela- tionships. He has also been responsible for European channel man- agement, strategy planning and business management. Richard’s business roles are reflected in his academic interests. He has a PhD from the University of Gloucestershire where his thesis investigated the importance of relationship marketing within marketing channels and strategic alliances. Richard has an MBA from Henley Management College and is continuing his research into various aspects of inter-organizational relationships within Europe, specifically addressing how firms can gain competitive advantage through their marketing channels. Andrew completed a 34-year career in the Royal Air Force culmin- ating as Head of UK Defence Aviation Logistics. He founded SCCI Ltd, a company located in Milton Keynes, UK that specializes in measuring the effectiveness of and diagnosing the improvement opportunities in collaborative business relationships. His technique successfully helped to increase customer/supplier loyalty, revitalize troubled partnerships and provide performance metrics for improved governance in rail, construction, manufacturing, retail, agriculture and defence sector organizations.
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