This course is suitable for directors, senior executives and experienced finance staff who wish to contribute to the strategic and operational development of their business. Finance professionals who wish to become a stronger business partner to their executive management team will also find this beneficial.
This course focuses on how joint ventures and strategic alliances are used as 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.