Harnessing the power of third parties to accelerate growth.
Strategic Alliances/Licensing/New distribution/Acquisitions
For many companies a viable strategy to build value and grow and is to align your company with one or more third-parties, to take advantage of their strengths and minimize your weaknesses. Just as acquisitions have a high failure rate in terms of successful integration of two companies and two cultures, so too with alliances, be they licensing, distribution or other sorts of strategic alliances. Both (or more) partners give up some control, some power and some revenue, and all need to begin with a reasonable set of objectives and expectations. Like marriages, there has to be mutual respect and compatibility, recognizing that the partners bring different assets to the partnership.
These issues become particularly acute as you cross national borders. You need smart, accurate and cost effective market intelligence to formulate the right strategy the first time, to avoid losing money and time correcting mistakes. And then creating international alliances, licensing, finding distributors internationally and other opportunities simply magnify the challenges, and require a clear strategy and firm hand to succeed.
We understand these issues, and have successfully brought partners together for years.
- Help devise the strategy, formation and overseas implementation of a four-company European marketing, sales and logistics alliance.
- Design and develop strategic partnerships with major companies in related businesses.
- Assist clients in developing the framework within which alliances with partner companies could be developed.
- Create a new business unit based on the brand equity of an existing trademark.
- Seek out and develop U.S. based technological licenses for multi-national distribution and marketing.
- Develop and manage existing brand sales through new distribution channels, including catalog and e-retailing.
- Seek licensees for university technology transfer.
- Seek out trademark licenses for product development.
- Ferret out strategic acquisition opportunities among both large and small companies that operate below the radar of large company acquisition screens.
- Swaps of non-strategic brand assets between companies. -