关于战略联盟的报告（英文版）

StrategicAlliances:InstitutionalizingPartneringCapabilitiesReportNumber1191-97-CH“Today’sbestinpracticebecomestomorrow’salso-ransunlessyouinvestcontinuallyinthenextlevel.”—JohnHarbisonBOOZ•ALLEN&HAMILTON“Itisalmostanabsolutebusinessimperative,whereyoucannotgainanykindofcompetitiveadvantagewithoutusingalliancestoleverageyourbusiness.”—DorothyLangerLANGERANDCOMPANY“Adoptiontoamoredisciplinedapproachshouldbeevolutionary,notrevolutionary.”—EllenGoldbergMASTERCARDINTERNATIONAL“Anallianceisamarriageofconvenienceandit’snotforever.Itisforgain,notforlove.”—BenjaminGomes-CasseresBRANDEISUNIVERSITYTheConferenceBoardAConferenceReportAboutThisReportThisreportisbasedonspeechespresentedandmaterialgatheredatThe1997StrategicAlliancesConference:InstitutionalizingYourAllianceCapabilities,heldonApril29and30inNewYorkCity,andco-sponsoredbyBooz•Allen&Hamilton.Thespeakersincludedinthisreportrepresentthefollowingorganizations:BOOZ•ALLEN&HAMILTONBRANDEISUNIVERSITYDOWCORNINGCORP.LANGERANDCO.LOTUSDEVELOPMENTCORPORATIONMASTERCARDINTERNATIONALORACLECORPORATIONRUTGERSUNIVERSITYUNITEDPARCELSERVICEINC.XEROXCORP.AboutTheConferenceBoardFoundedin1916,TheConferenceBoard’stwofoldpurposeistoimprovethebusinessenterprisesystemandtoenhancethecontributionofbusinesstosociety.Toaccomplishthis,TheConferenceBoardstrivestobetheleadingglobalbusinessmembershiporganizationthatenablesseniorexecutivesfromallindustriestoexploreandexchangeideasofimpactonbusinesspolicyandpractices.Tosupportthisactivity,TheConferenceBoardprovidesavarietyofforumsandaprofessionallymanagedresearchprogramthatidentifiesandreportsobjectivelyonkeyareasofchangingmanagementconcern,opportunityandaction.TheConferenceBoard,Inc.845ThirdAvenueNewYork,NY10022-6679Telephone[phone]Fax[phone](32)2-675-5405Fax[phone](613)526-3280Fax[phone]©1997byTheConferenceBoard,Inc.Allrightsreserved.PrintedintheU.S.A.ISBNNo.0-8237-0640-0Aboutthecover:Themaponthecoverillustratesthe63countriesinwhichConferenceBoardmembercompaniesarelocated.Thisdocumentisprintedonrecycledpaper.StrategicAlliances:InstitutionalizingPartneringCapabilitiesEditedbyJenniferPelletContents5TheEvolvingAnatomyofAlliances6AllianceRenaissance6GrowingPains7BattlingMedusas7CyclesWithinCycles7TheLearningEquation8TheAlphaFactor10ToolsforTraining11CASESTUDY:Ford’sWarStory12CASESTUDY:UPS—ATaleofTwoStrategies14CASESTUDY:DeployingToolsThroughtheWeb16CASESTUDY:TheHouseThatLotusBuiltStrategicAlliances:InstitutionalizingPartneringCapabilitiesTheConferenceBoard3StrategicAlliances:InstitutionalizingPartneringCapabilitiesLikeachampionsoccerteam,thefinelyhonedskillsofacompetitivecorporationarewideranging.Attractingtopplayersandbuildingteamspirit,spreadingthistalentoverthefieldofcompetition,applyingoffensiveanddefensiveskills,andknowingtherulesofthegameareessentialtoscoringaleadingpositionintoday’scompetitivebusinessenvironment.Butwhathappenswhenthesizeofthefielddoubles?Triples?Multipliesexponen-tially?Whatiftherulesofthegamechange,ordifferineachnewsector?Oranaggressivenewteamjoinsthecompeti-tion?Whatifallthreehappenatonce?Thisisthecompetitivelandscapeofbusinesstoday.Overthelastdecade,asmultipleforces,includingglobal-ization,theinformationage,andfiercecompetition,cametogethertoredefinetheeconomicenvironment,strategicalliancesemergedasakeyelementofthecorporategameplan.FromFordMotorCo.teamingupwithVolkswagenin1986tofendoffgovernmentpricecontrol,marketclo-sure,andrunawayinflationinBrazilandArgentina,tothedealnowpendingbetweenBritishAirwaysandAmericanAirlinestosharefeedernetworksandgaincapabilitiesoth-erwiseimpossibleduetonationaloriginrestrictions,thepastdecadehasseenalliancesevolveintothegrowthmechanismofchoiceformanycorporations.And,hand-in-handwithevolutionhascomeacceleration.Alliancesarepickingupspeed,bothintermsofsheervolumeandcomplexity.Throughcasestudiesandarticlesculledfromthepre-sentationsgivenatTheConferenceBoard’s1997StrategicAlliancesConference,aswellasfollow-upinterviewswithseveralspeakers,thisreporthighlightsconferencespeak-ers’insightsanddetailsseveralcompanies’experienceswithstrategicpartnering.Ofthemanyapproachesaddress-inghowtobestforgesuccessfulalliancesonarepeatablebasis,nooneprogramoffersguaranteedsuccess.Whiletremendousstrideshavebeenmadetowardidentifyingandadoptingbestpractices,ampleopportunityremainsforthefurtherevolutionofalliances—andthealliancemanage-mentfunction.AsJohnHarbison,vicepresidentoftheglobalmanagementandconsultingfirmBooz•Allen&Hamilton,warns:“Today’sbestinpracticebecomestomorrow’salso-ransunlessyouinvestcontinuallyinthenextlevel.”TheEvolvingAnatomyofAlliancesWhereonceacompanymighthavelineduponeormoretrustworthybedfellows,today’sglobalenterprisesarepart-neringwiththeequivalentofaharem,