Zo af en toe zijn er samenwerkingen die opvallen: ze zijn anders. Het zijn niet de meestal gebruikelijke samenwerkingen tussen twee organisaties. Vaak zijn het de onverwachte samenstelling die de samenwerking doet opvallen. Kijk naar de recente aankondiging van een samenwerking tussen Polaroid en Lady Gaga. Lady Gaga gaat de functie vervullen van creatief directeur bij Polaroid en wordt daarmee verantwoordelijk voor een speciale lijn van producten van Polaroid Imaging Products. Een interessante samenwerking om te volgen en te zien wat dit gaat brengen voor een welbekend merk als Polaroid, wat naam vergaarde met de instant camera’s maar vervolgens de digitale markt onvoldoende wist mee te pakken.

In onderstaande video op CNBC verklaart Lady Gaga dat haar werk voor Polaroid niets te maken zal hebben met Lady Gaga als popster, maar alles met haar creative design skills. Ze kijkt daarbij naar het samengaan van het iconische merk Polaroid met haar ideeën over de toekomst in een digitale markt. Met name de iconische beeld wil ze vasthouden en daarbij de levensstijl en het gemak wat paste bij de instant camera’s terugbrengen naar het digitale tijdperk.

In your effort to decide between acquisitions vs alliances there are several important considerations. While the benefits to your organization might greatly differ between the two, so goes for the cost of failure. To help you succeed, first defining the terms might prove extremely helpful to you in your decision process.

Acquisitions

Acquisitions and mergers are effectively the same thing. Most mergers are really one company acquiring the other. In this acquisition process, the acquiring company receives the good and bad, the positive and the negative resources, liabilities, and reputation. The acquiring organization receives all assets and liabilities of the acquired organization.

Alliances

Alliances, generally strategic to an organization’s short or long-term plans, are contractual relationships wherein both organizations remain independent while collaborating to develop a mutually-beneficial result within a specific scope outlined in the contractual agreement. A very simple example would be the cross promotion efforts that are regularly employed by Hollywood ’s movie producers and various companies that sell their products or services directly to consumers.

Value in Acquisition

Value can come to an acquiring company through: intellectual capital, real estate, equipment, resources, market share and an extensive list of other considerations. However, the reverse is also possible (think Daimler-Benz & Chrysler). One of the insidious pitfalls of acquisitions is when the company being acquired successfully, and deceptively, hides liabilities from their suitor. Generally the strategy of acquiring organizations is to somewhat dismantle an acquired organization, keeping the targeted valuable components and assimilating them into the acquiring organization while disposing of the unwanted, underperforming, or potentially damaging elements. If the acquiring company has a bad reputation (think Cingular) as an example, and the company they acquired has a good one (think AT&T), then value is delivered.

Value in Alliances

Value can come from alliances in a myriad of ways: immediate market penetration, immediate distribution of a product or service, cost sharing, new product development and the list continues. The down side might be: loss of complete control, divulging of proprietary information, ownership conflict of mutually developed products or services, time and resource distraction, and underperforming partners—just to mention a few possible negative elements.

Alliance Benefit

The important alliance benefit in the area of determining acquisitions vs alliances is the ability that alliance first provides in looking before leaping. While there are countless stories of failed alliances, there are more of failed mergers and acquisitions. The price of a failed acquisition is almost always multiplied many times as compared to the price of a failed alliance. An alliance first, gives you the opportunity to “closely study your prey before the actual hunt is under way.”

My Advice

From my two decades of helping companies to develop mutually beneficial collaborative relationships, I would advise any organization or groups of organizations that are considering acquisition or merger to first develop a strategic alliance, or a few alliances, with one another to better understand the core strengths, weakness, capabilities, and cultures of all organizations involved. This process will assist in developing a working knowledge of the other, the process will help in identifying under which rocks company secrets are buried, and will expand the vision of possibilities. Remember, you deserve the partner you select; synergistic or antagonistic.

Copyright © 2010 Ed Rigsbee

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Ed Rigsbee, Certified Speaking Professional, travels internationally to deliver keynote presentations and workshops on effective and profitable alliance and partnering relationships. In addition to serving as the president of Rigsbee Research Consulting Group, Ed also serves as the CEO and Executive Director of a (501 c 3) public, non-profit charity. Ed has authored three books and over 1,500 articles to help organizations to take full advantage of their potential. While Ed has been fumbling, bumbling, and stumbling his way through the organizational mazes of for-profits and non-profits for over four decades, he has been an observer, researcher, and teacher; helping organizations of all sizes to build successful internal and external collaborative relationships. Contact Ed, get additional (no charge) resources, sign up for his complimentary weekly Effective Executive eLetter, or to view Ed’s videos, please visit www.Rigsbee.com

Nokia en Sesamstraat hebben op de CES in Las Vegas een nieuwe samenwerking geannonceerd. Deze samenwerking brengt een oplossing genaamd “Family Story Play” met als doel grootouders en kleinkinderen dichter bij elkaar te brengen door het mogelijk te maken dat grootouders op afstand kunnen voorlezen. De oplossing bestaat uit een combinatie van twee apparaten, waarvan één bij de grootouders en één bij bij de kleinkinderen wordt geplaatst. Tijdens het voorlezen zien de kinderen hun grootouders op een video verbinding, Elmo is op een beeldschermpje naast de voorlezer zichtbaar en reageert op het verhaal.

De aankondiging is een mooi voorbeeld van een innovatieve samenwerking waarbij beide partijen nieuwe markten kunnen betreden die ze alleen niet, of moeilijk, hadden kunnen benaderen.