Publisher's Synopsis
In the New Economy, an organization's success depends on its ability to identify and execute effective partnerships, mergers, alliances and/or investments with other companies in order to provide its services and products. To successfully do so means the opportunity to have the competitive advantage in the respective market. Business competition has been profoundly changed by the Internet. The business press covers this type of activity on a daily basis.;This book presents a model for enhancing your corporate development strategy that can be applied across all industries. A new method is needed for partnership planning. This book enables exectives to implement coherent corporate development plans. As the digital revolution spreads and accelerates, market value is migrating to organizations with superior execution of a plan for corporate development involving partnerships and investments, which applies to companies of all sizes. Books like "Digital Capital" focus one or two chapters on the importance of alliances.;The reader will learn a systematic methodology for competitive analysis and partnership planning. The book goes into specific corporate development strategies illustrated through corporate examples from Microsoft, Intel, Scient, Sapient etc. In the end, the reader should have a blueprint for developing the informational resources needed to support stategic marketspace thinking.;The book specifically covers the major structural forms for deals, the digital database and its significance to corporate strategy, details on effective minority equity investments, determining complementary value activities, and why a traditional deal approach is no longer adequate. It discusses the five classic structures: M&A, joint venture, minority equity investment, commerce alliance and spin-off - providing valuable insights into what's different and what's the same about the deal structure in the digital economy. It covers how to select target partners by reducing a player universe to a short list. Learn from big leaders, such as Microsoft, Intel, Cisco and AOL through case studies outlining the deal structure used and what worked/what didn't. The authors are in a position to bring this crucial information to the reader in a proven and effective manner through their connections with McKinsey and their clients.
