Developing Strategic Partnerships,
Joint Ventures and Consortia

By the end of this training course, you will be able to:

• Strategically map external sectors, industries, markets and segments
• Assess your functional capabilities, strategic needs and offerings
• Develop a new alliance proposal for your firm or organization
• Produce a strategic map of prospective allies and potential deals
• Analyze and rank-order “best” alliance opportunities
• Design a compelling value proposition for a proposed alliance
• Explain the benefits and costs of different deal structures
• Develop an execution plan for a proposed alliance

This Developing Strategic Partnerships, Joint Ventures, and Consortia training seminar will use an inductive reasoning approach for introducing new terms-concepts-models-methods, followed with highly interactive case-discussion, and small-group team case projects applied directly to the attendees’ firms / organizations. The main focus is being proactive, strategic, and creative-innovative in developing a potential partnership, joint venture, or consortium idea.

Attendees will have immediate return-on-investment [ROI] to their own firms / organizations by bringing those requisite skills, models, perspectives, and approaches directly to their workplace and colleagues. The ROI is that attendees will be ready to demonstrate these tangible skills and competencies: 

• An entirely new mindset about firm / organization functional-asset values
• Creating real-time, on-going functional capabilities score-evaluation metrics for strategic needs
• Being proactive in cataloging potential firms / organizations for SPs, JVs, and/or consortium
• Being proactive in building multiple scenario analyses for strategic needs and offerings
• Readily understanding how to approach potential allies with a compelling value proposition
• Readily understanding how to respond to any alliance offers made to your firm / organization

Attendees will further their own professional development by: 

• Understanding key nuances, differences, and similarities between SPs, JVs, and Consortia
• Gaining a new managerial mindset about “best practices” for SPs, JVs, and Consortia
• Enhancing their use of formal and objective models-constructs-terms-processes
• Being able to objectively assess any type of SP, JV, or Consortium proposal
• Learning proactive forward-thinking approaches to potential future capabilities opportunities
• Bringing SP, JV, Consortia creativity to both in-house and client-facing projects

This Energy Training Centre training course is suitable to a wide range of professionals but will greatly benefit:

• Anyone looking to strategically leverage and enhance the value of company assets and resources
• Anyone looking to develop new revenue sources across product-services and markets
• Anyone looking to enhance strategic options for the shareholders / stakeholders
• R+D / Product Development Teams looking to enhance / broaden the scope / scale of the portfolio
• Business Development Professionals looking to proactively open up new opportunities

DAY ONE: KEY FACETS AND STRUCTURAL COMPARISONS OF SPS, JVS, AND CONSORTIA 

• Organizational, Functional, and Financial [OFF] Positions of those Involved
• Tangible [Quantitative] vs. Intangible [Qualitative] Product-Service Intellectual Property
• Legal Structures and Contractual Components
• Stand-Alone Projects vs. On-Going Processes
• Timelines and Schedules

DAY TWO: RESOURCE ALLOCATIONS: IP, PERSONNEL, CAPITAL, AND FACILITIES 

• Product-Service Metrics
• Technological Complementarity
• Common and Diverse Platforms
• Common and Diverse Extensions
• Key Personnel Functions, Processes, and Deliveries
• Managerial Oversight
• Capital Access and Costs of Capital
• Facilities-Infrastructure: Development, Manufacturing, Distribution, Support

DAY THREE: MAPPING FIRMS / ORGANIZATIONS AND SECTORS / INDUSTRIES / MARKETS / SEGMENTS  

• Product-Service Range
• Product-Service Reach
• Product-Service Life Cycles and User-Adoptions
• Marketing-Advertising-Promotion Infrastructure and The Selling Process
• Growth-Share and Market Stage Parameters [Boston Consulting Group, Arthur Little matrices]

DAY FOUR: REVIEW, ANALYZE, EVALUATE, AND ADVISE ON SPS, JVS, AND CONSORTIA  

• Deal Intent, Operational Logistics, and Strategic Objective
• Deal Structure, Organization, and Management
• Deal Terms, Schedule-Timing, and Benchmarking
• Capital Co-Investments: Debt vs. Equity
• Financial Remuneration: Royalties, Licensing, Revenue-Share, and Equity-Share
• Legal Issues & Intellectual Property

DAY FIVE: DEVELOPING POTENTIAL SPS, JVS, CONSORTIA FOR YOUR FIRM / ORGANIZATION 

• External Sector, Industry, Market, Segment Overviews
• Product-Service-IP Mapping
• Value-Chain Vertical and Horizontal Integration Stages
• Market Analysis and Ansoff Matrix
• Legal and Country-Region Domicile Overview
• SP vs. JV vs. Consortium Pros and Cons
• Synergies and Complimentary vs. Diversification
• Proposed Structure, Terms, Remuneration, Timing