Joint ventures and strategic alliances

How to win (even when divorce takes place).

40% of joint ventures / strategic alliances result in divorce within five years
Joint ventures and strategic alliances are conventional management tactics for growth. However, they only exist because each party, at a point in time, has something the other party wants. Hence, over time and because of corporate learning by both parties and changing market circumstances, divorce is almost an inevitable consequence. Divorce is not necessarily a sign of failure.

The course will demonstrate how a deep understanding of differences in business drivers and organisational structures can be used to manage joint ventures / strategic alliances. A framework will also be presented to assist directly in initial and ongoing negotiations as the venture develops over time and the two parties' needs also change. Much of the material presented is based on case studies from direct executive experience in negotiating, setting up and managing joint ventures, plus a survey based on a comparative assessment of Western and Asian multinationals.

Delegates will be encouraged to understand better their own business drivers and organisational structures and their role in joint ventures and strategic alliances, along with use of the negotiating framework for ensuring greater success.

• directors, senior executives and experienced finance staff who wish to contribute to the strategic and international development of their business
• finance professionals who wish to become a stronger business partner to their executive management team.

An enhanced ability to contribute to successful international development, joint ventures and strategic alliances through:

• insight into the differenced between doing business with Asian and Western multinationals
• a deep and practical understanding of business drivers and organisational structures and their role in joint ventures and strategic alliances
• a negotiating framework for ensuring greater success.

Alan Barlow BSc MSc DPhil (Econ) Oxon has over 25 years' experience at CEO and director level in a rich variety of businesses, including a FTSE 100 energy group, a mid-market international engineering group, and a Big Four accounting firm. He has advised, led and managed joint ventures across a range of sectors and countries, under private equity, Plc and partnership ownership structures. He also has a strong portfolio of non-executive directorships.

The programme is based on comparative case studies of Asian (Indian, Chinese (state and private), Korean, Japanese, overseas Chinese) and Western multinationals (USE, UK, French, Germany HQ corporates).

9.00 Registration and coffee

Part 1

Joint ventures and strategic alliances: rationale; forms of joint venture; reasons for failure; seven crucial areas to get right. 

Part 2

Business drivers: the different business drivers, and what the impact can be when combining organisations with different balances of business drivers, both Asian and Western, in a joint venture.

Part 3

Organisational structures: differences, and how to combine them in a joint venture. 

Part 4

Managing through negotiation: a negotiating framework for ensuring greater success.  

5.00 End of seminar

Morning coffee, a light lunch and afternoon tea will be provided.

6 CPD hours (where applicable)

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If you have any queries please email or phone us on +44 (0)845 026 4722.

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