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Summary
Summary
How does one accurately measure an alliance? With all the factors involved - productivity, decision making, team performance, the number of new customers, and damage control - getting a precise measurement can be a complex and daunting task. Knowing which measurement to use, and at what stage of the alliance life cycle, is critical. Measuring the Value of Partnering gives readers asystem for measuring a relationship's contribution at every stage of the alliance, from creation to implementation to termination. This essential book features case studies drawn from interviews with key players at companies like IBM, Hewlett-Packard, Starbucks, Staples, and Hyundai. Weaving these and other real-life examples together, Author Larraine Segil helps readers develop the appropriate metrics and then shows how and when to use them accurately and intelligently to achieve the greatestimpact. Timely and practical, Measuring the Value of Partnering provides the tools for making any alliance is work to maximum organizational advantage." "
Author Notes
Larraine Segil is a partner at Vantage Partners
Table of Contents
Acknowledgments | p. vii |
Introduction | p. xi |
Part I The Basics of Alliance Metrics | p. 1 |
Chapter 1 The Alliance Life-Cycle Stages | p. 3 |
Chapter 2 The Five Stakeholders | p. 29 |
Chapter 3 Alliance Development Metrics: The Partners | p. 39 |
Chapter 4 Implementation Metrics: The Partners | p. 63 |
Part II Exceptional Examples of Partnering | p. 85 |
Chapter 5 Avnet: The Master Distributor | p. 87 |
Chapter 6 Women and Big Brother: Strange Companions | p. 117 |
Chapter 7 IBM and Alliances | p. 135 |
Chapter 8 The Hewlett-Packard/Compaq Merger: An Integration Process Managed as an Alliance | p. 159 |
Chapter 9 The Large Companies That Act Small | p. 193 |
Chapter 10 Hotels and Hyundai | p. 215 |
Chapter 11 Starbucks | p. 237 |
Chapter 12 Computer Games and Alliance Metrics: The Un-Metrics | p. 255 |
Chapter 13 Wrapping It All Up: Summary and Action Items | p. 261 |
Postscript | p. 267 |
Index | p. 269 |