Developing Strategic Partnerships, Joint Ventures & Consortia

Oxford Management Centre

Oxford Management Centre

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Who should attend

All individuals with a stake in opening and building new business opportunities:

  • All Leaders and Professionals
  • Financial Professionals
  • Management Professionals
  • Business Development Specialists
  • Product-Service Development Team leaders

About the course

This highly interactive Oxford seminar will clearly demonstrate the unique formations, rationales, and execution of world-class strategic partnerships, joint ventures, and consortium alliances.

It will help team leaders learn skills and techniques to both approach and develop new potential alliances, as well as respond to outside inquiries from other firms and organizations about engaging in partnerships, joint ventures, or consortium – covering all facets of such deals, including financial, technological, structural, legal, and managerial.

The seminar will examine the latest ways to engage in high-level alliance dialogues aimed at opening new markets, accessing new capital sources, tapping into new talent, and leveraging enhanced technologies - helping turn average team leaders into initiators and closers of new business development opportunities.

Seminar Objective

Specifically you will learn to:

  • Strategically map external sectors, industries, markets, and segments
  • Assess your firm’s functional capabilities alongside strategic needs and offerings
  • Approach another firm or respond when approached by another firm
  • Develop a new alliance proposal for your firm or organization
  • Produce a strategic map of prospective allies and potential arrangements
  • Analyze and rank-order “best” alliance opportunities
  • Design a compelling value proposition for a proposed alliance arrangement
  • Explain the benefits and costs of different deal-alliance structures
  • Develop an execution plan for an alliance, including monitoring-assessing success

Seminar Outline

  • Organizational, Functional, and Financial [OFF] positions of potential alliances
  • Tangible [Quantitative] vs. Intangible [Qualitative] Product-Service Intellectual Property
  • Legal structures - Contractual components - Intellectual Property
  • Technological Complementarity / Common and Diverse Platforms
  • Capital Access and Costs of Capital / Co-Investments: Debt vs. Equity
  • Facilities-Infrastructure: Development, Manufacturing, Distribution, Support
  • Product-Service Range and Reach / Life Cycles and User-Adoptions
  • Growth-Share and Market Stage Parameters [Boston Consulting Group, Arthur Little matrices]
  • Deal Intent, Operational Logistics, and Strategic Objective
  • Deal Terms, Schedule-Timing, and Benchmarking
  • Financial Remuneration: Royalties, Licensing, Revenue-Share, and Equity-Share
  • Value-Chain Vertical and Horizontal Integration Stages
  • Synergies and Complementarity vs. Diversification

Developing Strategic Partnerships, Joint Ventures & Consortia at Oxford Management Centre

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Disclaimer

Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.

We are happy to help you find a suitable online alternative.