The Internet Encyclopedia (Volume 3)

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CREATING ALARGERCOMPANYMISSION 345

Table 2Checklist for Determining Strategic Alliances

Internal

Assess the willingness to change by each employee.

Is management crisis orientated or proactive?

Are all processes and employees documented for accountability?

Is customer service a priority and does it start with internal customers, employees, vendors, etc.?

What current systems need to be revamped?

What is the result of the analysis of the firm’s core competency indicators?

Current market conditions

What are the priorities to the current market?

What are the top core competencies of the firm in relation to the market?

Does the market demand growth?

Can the present company culture handle rapid growth/change?

Growth potential

Identify any examples of possible growth/expansion.

Identify positives/negatives to growth including cost vs/profit, using 80/20 rules.

Identify unknowns regarding results of possible expansion.

Next step: Think tanks

Develop several think tank and focus groups of trusted advisors, including good and difficult customers,

employees, and potential partners to further discuss outcome of this checklist.

Implementation

Begin to identify a list of potential partners or strategic alliances that could see value in the present

company’s core competencies and develop a process to explore the likelihood of the partnership.

Specific desired outcome

As potential partnerships are identified, develop clear specific desired outcomes compelling to each entity.

were sequestered for several days to come up with ideas

that would create a path for long-term survival, using an

outside consulting group. A “think tank” approach was

used to inspire innovation and creativity within the group.

Through a series of questions and answers over several

days, the company was able to bring into focus the things

that they could do better than others and the things that

they must do if they were to stay competitive. Recom-

mendations for immediate and long-term planning were

created. Hiring and partnering outside of the company

was the new “norm” and getting rid of partially produc-

tive departments saved the company’s core assets.

Timelines were developed according to the seriousness

of the impact of the change. Cost savings and the ability

to compete within the new e-commerce environment were

of primary importance.

Let us review the steps taken by the development com-

pany in reengineering corporate structure to compete in

an e-commerce environment:

Market changes were noticed and calibrated.

Key decision-makers met in a sequestered environment

to participate in a “think tank” to formulate plans for

changes.

“Highest and best use” was developed for all departments

and key executives.

The company mission was changed to give better focus.

Weaknesses of the company were identified as possible

areas for strategic partnering needs and as a means of

identifying unnecessary use of company assets.

A new business plan to establish the new mission was

developed.

Restructuring occurred to eliminate waste and unneces-

sary departments and employees.

Goals were established for “If we had strategic partners,

what could be accomplished?”

Assignments were made with appropriate personnel to set

meetings with potential partners.

Compatibility in key areas were thoroughly discussed be-

tween stakeholders of the companies involved, which

included

Corporate missions;


Corporate culture: attitudes, dress, work structure

philosophies;


Time in business;


Customer service attitudes and procedures;


Marketing budget, present and future;


Reputation with vendors, subcontractors, employees

and customers; and


Employee pay and benefits;


Government and legal compliance.

Procedures to establish appropriate strategic alliance with

long-term contracts as the goal were developed.

CREATING A LARGER COMPANY

MISSION

There have been many articles and books written on how

to create a company mission, but with the introduction of

e-commerce, new questions that once were not important

have had to be considered. Because the Web introduces