Quarter 3, 2011
The magazine of the Association of Strategic Alliance Professionals
in this issue 37 n SPECIAL EDITORIAL SUPPLEMENT
ASAP STAFF Art Canter, President and CEO 781-562-1630 ext. 201 email@example.com Pam Goodell, Director of Operations 781-562-1630 ext. 202 firstname.lastname@example.org Lori Gold, Manager of Member Services 781-562-1630 ext. 203 email@example.com Michele Shannon, Program Event Coordinator 781-562-1630 ext. 204 firstname.lastname@example.org
High Risk to High Reward
How to Dig In, Solve Problems, and Create a Valued Alliance Management Function By David Thompson, CA-AM, and Steven Twait, CSAP
In the high-stakes, high-risk world of biopharmaceutical partnerships, the number and value of alliances are at historical peaks. Under intense pressure to fill pipelines, lower development costs, and bring products to market more quickly, pharma and biotech companies are coming together in increasingly complex ways, all of which require strategic will and tactical excellence to succeed. In response to this escalating trend, almost all major pharmaceutical companies have initiated some form of alliance management function within their organizations. But not all programs have developed at the same pace—or achieved the same results. Sponsored by Eli Lilly & Co.
n SPECIAL FOCUS: TEChNOLOGY
How Technologies Like Cloud Computing, Mobility, and Social Media Are Changing Alliance Strategy, Selection, and Formation—Maybe for the Better | By Jon Lavietes
The speed and complexity of business in the IT world has increased significantly due to the “consumerization of IT.” As tech companies evaluate how to incorporate cloud computing, social media, and mobility into their value proposition, they are finding they need alliance management leadership more than ever to help chart their strategic direction. Brendan Ward, Administrative Support 781-562-1630 ext. 200 email@example.com Diane Lemkin Accounting Manager 781-562-1630 Ext 206 firstname.lastname@example.org
n SPECIAL FOCUS: TEChNOLOGY
Collaborative Selling: Getting Sales Reps to Leverage the Power of an Alliance
How to Persuade the “Lone Wolf” to Advance the Pack Toward Alliance Success | By Jon Lavietes
Salespeople oftentimes are ambivalent about teaming up with a partner to reach their quotas. It is difficult for many to give up control of an account, delegate critical action items in pursuit of a prospect, or even share credit for a win. One of the alliance manager’s most important responsibilities is to instill a collaborative mindset— something that is in many ways unnatural to the sales department culture.
Strategic Alliance Magazine
Non ASAP Member Limited Edition, Q3, 2011