Partnering &

Strategic Alliances
Faradita F Aulia 120310130089
Dhea Risca 120310130090
Bintang Priyambodo 120310130101
M. Jordy Adam 120310130109
Atsil Wasilah 120310130117

Introduction
What is Partnering?
Steps of Partnering

Strategic Alliances

Types of Strategic Alliance

Partnering with Suppliers

Benefit of
And Customers
Strategic Alliances

What is Partnering?

Apa itu Partnering?

Partnering means working together for mutual benefit.

It involves; pooling resources, sharing costs, and cooperating
in ways that mutually benefit all parties involved in the
partnership.
Inter
nal

Exter
nal

Among Employees;
management-toemployees, teamto-team
partnerships, and
employee-toemployee
partnerships.

Suppliers,
Customers,
Potential
Competitors

Purpose: To enhance
competitiveness.

Steps of Partnering

Developmen
t of
Partnering
Briefing
Make sure
everyone
involved
understands
partnering as a
concept.

Identificatio
n of
Potential
Partners

Identify Key
Decision
Makers

How much value

the partnership
can have towards
enhancing
quality,
productivity, and
competitiveness?

Their support
must be won if a
successful
partnership is to
be formed.

Implementa
tion of the
Partnership

Partnering with Suppliers

and Customers

Suppliers

Customer

End User

Invisible Wall

Suppliers

Customers

End User

Goals of External
Partnership

External
Partnership

Suppliers
Create and
maintain
loyal, trusting
relationships
that will allow
both partners
to win while
promoting their
products.

Customers

Potential
Competitors

Customer
Satisfaction

To help
organizations
continually
improve their
people and
how well they
interact with
process
technologies.

Strategic Alliances
An agreement between two or more individuals
or entities
stating that the involved parties will act in a
certain way in
order to achieve a common goal.
Strategic alliance usually make sense when the
parties involved have complementary
strengths.

Types of Strategic
Alliances

Equity
Strategic
Alliance

Joint Venture
an agreement by
two or more
parties to form a
single entity to
undertake a
certain project.

Nonequity
Strategic
Alliance
an alliance in
which 2 or more
firms develop a
contractualrelationship to
share some of their
unique resources &
capabilities to
create a
competitive

01

02

03

04

an alliance in which
2 or more firms own
different
percentages of the
company they have
formed by
combining some of
their resources &
capabilities to
create a competitive
Global
advantage.

Strategic
Alliance

working
partnerships
between companies
(often more than 2)
across national
boundaries &
increasingly across
industries.

Benefit of Strategic
Alliances
0
1

0
2

0
3

0
4

Ease of Market Entry

Choosing a strategic partnership as the
entry mode
may overcome the remaining obstacles.

Shared Risks

Forming a strategic alliance is one way to

reduce or control a firms risks.

Shared Knowledge and Expertise

Forming a strategic alliance can allow ready
access to knowledge and expertise in an
area that a company lacks.

Synergy and Competitive

Advantage

As compared to entering a market alone,

forming a strategic alliance becomes a way
to decrease the risk of
market entry, international expansion,
research and
development etc.

10

Success Factors

01

Selection

Selecting strategic
partner should be
based on companys
goals, objectives &
values system

02

Intention

Both partners should

acknowledge their
mutual dependence &
their willingness to
work

03Trust
Developi
ng a
focused
winning
strategy
for the
alliance.

Communication05
04

06

07

09

Conflict Resolution

08

Progressive Learning

Respect and protect

Exit Strategy.
the brand
of each partner.

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Case Study
Studi Kasus

Cisco Systems, Inc.

Cisco Systems, Inc. is an American
multinational technology company
headquartered in San Jose, California, that
designs, manufactures, and sells
networking equipment.

Cisco currently ranks number 1 in overall

market share for web conferencing, with
45 percent of the overall market share.

Cisco is the market leader in enterprise voice

Founder: Leonard
Bosack, Sandy
Lerner

CEO: Chuck
Robbins

Cisco currently has about 50 percent of the ma

for
TelePresence, making it the leader in high-end v
conferencing.

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The key is always you

Figure 1. Cisco Collaboration Alliance and Partner

Ecosystem

13

Strategic Alliances: Cisco and IBM

The Collaboration needs of companies vary

by industry.

Cisco has developed a strategic alliance with IBM, which has comprehensive
expertise in several industry sectors to deliver industry-oriented
collaboration solutions. IBM and Cisco have developed many sector-specific
solutions in collaboration, including the areas of unified communications,
TelePresence, and conferencing.

14

The structure of the strategic alliance is based on the fact that the

primary businesses for both Cisco and IBM are aligned. The
strategic alliance helps ensure that resources from both Cisco and IBM are in
place within the following areas:

Services

Executive Alignment

Global Consulting

Peering between business

(software, security, etc.)

Industry specialists focused

on specific industries

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Joint Cisco and IBM Industry Solutions

Industry

Solution

Financial Services

Telepresence meeting solution

Healthcare

Telemedicine

Higher Education

Mass notification

The TelePresence meeting solution from IBM and Cisco provides an in-person
meeting experience that makes participants feel as if they're in the same
room. No need to travel to see each other for a productive and successful
interaction. Bring people together from virtually any location around the world,
simply and quickly. Experience virtual meetings that duplicate the in-person
experience without the cost, time and hassle associated with travel.

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The Values
Strategic alliance between Cisco and IBM benefits customers by delivering
the following value:
IBM is the industrys largest systems integrator,
with reach into every continent and nation.
IBM has connections with senior IT
decision makers and corporate
executives.
Both Cisco and IBM offer customer financing
through in-house organizations.
The alliance between IBM and Cisco can deliver industry-specific,
collaboration-based solutions and help customers accelerate
adoption of new technologies. This scenario offers customers business
value faster than with a non partner-based approach.

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Source
Goetsch, David. 2005. Quality Management. New Jersey: Prentice Hall.
Stout, David., Beaucaire, Julie., Payne, Nelligan OBrien., 2005. Strategic
Alliances and Partnership: A Way to Gain access to New Markets and
Opportunities. Published in EntreNews Newsletter.
http://www.nelligan.ca/e/PDF/StrategicAlliances.pdf (diakses tanggal 19
September 2015)
Iorait, Margarita. 2009. Importance of Strategic Alliances in Companys
Activity. http://www3.mruni.eu/~int.economics/5nr/Isoraite.pdf (diakses pada
19 September 2015)
http://mis.postech.ac.kr/class/IMEN301_MOT/supplements/strategic_alliances.
ppt
http://emp914.weblog.esaunggul.ac.id/wp-content/uploads/sites/4025/2014/0
6/Pemasaran-Internasional-Pertemuan-9.ppt
http://www.cisco.com/c/dam/en/us/products/collateral/unified-communication
s/unified-communications-manager-callmanager/c22-558396-00_value_partners_
so.pdf
http://www.ibm.com/solutions/cisco/us/en/