n ALLIANCE ADVOCACY
Alliances 101: SAS Institute Paves a Path to Market
A Portfolio Approach Can Unleash the Full Potential of Partner Initiatives—Again and Again | By John W. DeWitt and Jon Lavietes
Beginning in 2006, analytics software giant SAS Institute created a formal performance management process to align specific partner initiatives— co-developed products, collaborative solutions, and other joint go-to-market offerings—with overall SAS business objectives. Replacing ad hoc efforts, this Path-to-Market “portfolio approach” has increased the likelihood that partner initiatives reach their intended scale and revenue impact. Today, PTM initiatives drive more than 50% of revenues in the largest SAS alliances.
n SPECIAL FOCUS: BIOPHARMA
Expanded, Formalized Alliance Management Practice Helps Ipsen Keep Pace with Increasing Number, Complexity of Alliances By Jon Lavietes
In 2008, Ipsen moved away from an ad hoc approach to its individual alliances and instituted its new alliance management practice overseen by its Corporate Business Development department. Strong commitment from executive leadership and validated alliance management best practices have driven its alliance success and helped a relatively small company compete in the biopharma marketplace.
Regular Features: 3 n UP FRONT | By Art Canter Alliance Management Will Depend on Mature Media to Support Its Essential Role in Business 12 n FEEDBACK Comments, kudos, corrections, and other brief thoughts from ASAP members and other readers of Strategic Alliance Magazine.
Quarter 2, 2011
16 n COLLABORATIVE BUZZ Alliance News Briefs | People in the News | ASAP Calendar of Events | ASAP Chapter Updates 41 n SOLUTIONS MARKETPLACE Products and services for and from strategic alliance professionals.
The magazine of the Association of Strategic Alliance Professionals