HOW DOES THINKALLIANCE.COM WORK?
put, ThinkAlliance.com helps create more profits for companies of all sizes. When
ThinkAlliance.com hears from an individual or business, we match them up with
the ThinkAlliance.com adviser best-suited to help.
the client completes a brief business summary and wish list, the adviser prepares
a simple proposal for the clients approval. When the proposal is accepted,
ThinkAlliance.com goes to work to create the alliance(s) which will produce the
clients desired outcome.
ThinkAlliance.com communicate directly with their adviser, bypassing the annoyances
of phone tag, receptionist screening, and time-wasting voice-mail trees.
WHAT IS AN ALLIANCE?
can range from informal marketing agreements to joint ownership
of a specific operation. Two types of alliances are joint ventures
and strategic alliances. They share many of the same characteristics,
and each is created through the cooperation of two or more companies
with a common goal in mind.
use of joint ventures and alliances is increasing as companies struggle to adapt
to the rapidly changing conditions in the marketplace. Their popularity also results
from the flexibility and innovative nature typical of joint ventures and alliances.
ventures and strategic alliances are used for many of the same reasons that companies
employ mergers, acquisitions, or divestitures. Like participants in mergers and
acquisitions, companies participating in joint ventures and strategic alliances
seek to achieve the scale of enterprise seen as necessary for success.
in an alliance seek to gain economies of scale and knowledge, to increase geographic
scope, diversify their asset base, share development costs, increase operating
efficiencies, penetrate new markets, or take advantage of an established brand
name or corporate reputation.
ventures and strategic alliances have become increasingly popular as participants
expand beyond their traditional boundaries and move into less familiar territory.
Joint ventures and especially strategic alliances typically have the advantage
of ease of withdrawal. They are not only less costly to undertake than a merger,
but they are much less formal, and all parties retain a separate identity outside
An unsuccessful alliance can be dissolved,
usually without significant penalty to the participants, whereas an unsuccessful
merger, acquisition, or even the quest for an acquisition may leave a company
WHAT'S THE DIFFERENCE BETWEEN AN ALLIANCE AND A JOINT VENTURE?
the most part, the terms "alliance" and "strategic alliance"
are synonymous. At times, company press releases and trade-press articles use
the terms "joint venture," "alliance," and "strategic
alliance" interchangeably. However, joint ventures can be differentiated
from alliances in general.
In joint ventures, the cooperating
companies usually create a separate operation (or company) that carries out the
daily operations of the project, and many develop new products and services or,
in turn, acquire other entities on their own.
a business arrangement formed to undertake a particular business transaction or
project (rather than one intended to continue indefinitely), a joint venture aligns
two or more companies in a separate entity, usually a corporation, LLC, General
Partnership, or other formal relationship.
participants spell out in detail the objectives of the venture, the contributions
such as; capital, technical support, and services, management rights, how profit
and/or losses are split. Joint venturers set up rules about restrictions, dispute
mechanisms, and exit strategies.
In contrast to joint ventures,
alliances between companies usually will not involve creating a separate company.
A typical alliance involves the advertising and marketing of complimentary products
and services of two or more companies.
A strategic alliance
is a less formal, but very powerful business arrangement between two or more parties
with complementary resources. Strategic alliances can be as simple as swapping
customer lists (usually with endorsements), exchanging specific marketing strategies,
or sharing under-utilized personnel.
explain the basic difference between joint ventures and strategic alliances, here
is a simplistic example:
Little Susie and Mary decide
to make a lemonade stand and sell drinks for 50 cents to people in the busy neighboring
park. Mary will build the stand and make the lemonade. Susie will man the stand
and serve the drinks. After taking out expenses, they will split the profits.
Susie and Mary have a joint venture.
friend Albert is selling coupon books to raise money for his little league team.
He is also looking for a way to make a few bucks for himself. Susie and Mary tell
Albert that while he's asking people to buy his booklet, if he can get anybody
from the park to come over and buy a lemonade that they will give him 10 cents
each. If the customers say "Albert sent me," they will get a free upsize
to a large (usually 75 cents).
Albert has a less-formal
arrangement, doesn't share their expenses, and has no obligation other than his
Albert has a strategic alliance with Susie
For a list of real-life examples of strategic
alliances and joint ventures, click here. Perhaps
one of these examples will inspire an idea you can utilize in your own business.
WHEN SHOULD I CONSIDER AN ALLIANCE?
You should consider an alliance when there is a resource
(money, talent, time, equipment, contacts, skills) in which you or your company
is lacking or when the other company possesses a complementary skill which could
be an asset to your firm.
An alliance can turn under-utilized
resources into profit, create a new profit center, and help you enter untapped
markets, quicker and at less cost than trying it alone. Alliances are a popular
method of expanding business. Major corporations and mid-sized companies are getting
together, and small companies can, too, on a less formal basis.
serves to bring businesses together and encourages joint venture and other cooperative
WHAT IS A VIRTUAL COMPANY?
is a "virtual company" in the sense that there is no centralized location
from which our advisers work. As a network of like-minded business strategists
(advisers), ThinkAlliance.com utilizes the Internet and other technologies to
communicate, brainstorm, and capitalize on a unique talent pool unrestricted by
is a leading player in the burgeoning field of teleconsulting, where professional
advisers communicate with clients via telephone, video conferencing, the World
Wide Web, and other technologies. Teleconsulting eliminates the costly overhead
of brick-and-mortar businesses, enabling us to pass the savings on to our clients.
Modern communications technology has allowed
us to circumvent the traditional problems associated with working on 4 continents
and 18 time zones. Because of this, we have access to facilities and personnel
about which most companies would normally only dream. We can hire exactly the
people we want from around the world without regard for relocating them physically
in one place, and those who do come aboard are those who are best able to adapt
to changing technologies and environments.
Although we do
have office facilities in Fort Lauderdale, Florida, our activities, personnel,
clients and projects are spread around the world. We have a very high degree of
flexibility as a "virtual" company--flexibility that doesnt come
with being located in a single physical building in an office park.
WHO ARE THE PEOPLE BEHIND THINKALLIANCE.COM?
ThinkAlliance.com is an international affiliation of business strategists,
consultants, marketers, and dealmakers, all dedicated to bringing people and their
companies together with other like-minded business people for mutual gain.
business relationships we create can take the form of joint ventures, cross-promotions,
strategic alliances, partnerships, endorsements, brain trusts, marketing alliances,
and just about any other scenario you could imagine. Many times, the alliance-creation
fee is paid from proceeds of the new sales created by the alliance itself, so
the cost to all parties is zero.
We are committed
to developing what we call "all-win situations," where all the parties
to the alliance (and especially their customers) walk away smiling. Most of the
alliances require no major capital investment, but they do require an open and
HOW MUCH DOES IT COST TO BECOME A CLIENT?
speaking, it costs anywhere from "nothing at all" to "probably
more than you can afford." Many times, especially for small businesses, ThinkAlliance.com
forms alliances and simply acts as a participant in the new venture. In
that capacity, we are often compensated per transaction. Since it is all "found
money," there is no expense for any party.
we charge a fee for our services--always within the budget of our client and never
more than a fraction of the value we create.
WHO CAN BECOME A CLIENT OF THINKALLIANCE.COM?
Any company, of any size, in any industry
(online or not) interested in expanding their business, improving sales, broadening
the scope of their vision, or exchanging ideas with like-minded people in the
same or different industries. ThinkAlliance.com has worked with individual salespeople,
start-up companies, and multi-national corporations.
have created alliances ranging in value from $10,000 to more than $10,000,000.
ThinkAlliance.com will seriously entertain taking on any client who is sincere
in their desire to take their business to the next level of success. If a client
is accepted, we will work with them to determine their needs and the best course
of action to locate one or more alliance partners.
HOW DO I CONTACT THINKALLIANCE.COM?
you would like to communicate personally with an adviser at ThinkAlliance.com,
please contact us using our easy online form. We will
be happy to answer all your questions, determine if there is a possibility of
creating an alliance with your business, and discuss your various options.
initial contact is made, you will be able to communicate directly with your adviser
via telephone and e-mail.
We are committed
to communicating with our clients in a straight-forward manner, free of jargon
and doublespeak. We believe that every client deserves a business that is stimulating,
lucrative, and enjoyable.
HOW CAN I LEARN MORE ABOUT ALLIANCES?
best way to learn is by doing. But if you want to learn all you can about alliances
before getting involved with one, we suggest one of the following books:
by John Child and David Faulkner.
Strategic alliances are increasingly common,
as many organizations look toward various partnering arrangements. This book is
a clear and comprehensive survey by two experienced authors with extensive knowledge
of alliances in Europe, Asia, and America. They present different disciplinary
perspectives (economics, strategy, organization theory), and offer numerous examples
from the corporate world...
Strategic Relationships : How to Extend Your Organization's Reach Through Partnerships,
Alliances, and Joint Ventures
by Juli Betwee, David Meuel, William H. Bergquist, David Memel.
shows how successful alliances are launched, developed, and concluded. The authors
draw from more than 200 interviews and 75 case studies of varied partnerships
to provide perspective, guidance, and detailed case examples that will help progressive
partners achieve their goals in all phases of partnership. A thorough, well researched
collection of case studies and best practices. Makes the case for why and how
strategic, cross-boundary relationships are the new models for doing business
in today's marketplace.
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