1996
Conference Agenda
The Conference
Board and Booz·Allen & Hamilton
Present
Cross-Border Alliances
March 26-27, 1996
New York Hilton & Towers
New York City
At this year's conference, you'll find new ways to:
o Manage cross-border alliances
o "Leapfrog the learning curve"
o Compare alliances vs. acquisitions: Which one helps you
win on the global battlefield?
o Initiate and build alliances: Asian, European, and Latin American
perspectives
o Assess the impact of alliances on your firm
Dear Internet Web Surfer:
The 1996 Strategic Alliances Conference addresses one of your
most important and difficult challenges: creating and sustaining
cross-border alliances. Though the number of alliances formed
in the United States has been growing at a phenomenal rate, we're
far behind our foreign competitors. For every strategic alliance
a U.S. company forms, foreign competitors create four. Here's
your opportunity to learn how to improve your strategic alliance
capability. You'll learn the core capabilities you need to create
and manage successful cross border alliances. Executives with
a proven track record will review the costs and benefits of alliances,
and what it takes to succeed when crossing borders. You'll come
away with practical tools and ideas on how to negotiate, build,
and manage an alliance.
Senior executives and other strategic alliance experts will provide
global, regional, and industry specific lessons to help you "leapfrog
the learning curve" and avoid repeating others' mistakes.
You'll take away information and approaches that can give you
a true competitive advantage.
This promises to be one of the most exciting conferences this
year. The speakers include:
o Frederic V. Salerno, Vice Chairman - Finance and Business Development,
NYNEX
o Alan D. Gilmore, Vice Chairman (retired)Ford Motor Co.
o Ernesto Martens, Chief Executive Officer Vitro Corporation
If you are a senior operating executive, head of planning and
business development, or other functional executive currently
involved or expecting to be involved in strategic alliance activity,
this conference has been designed for you.
Please review the conference program and register today for this
event. I look forward to seeing you in New York in March.
Ronald M. Cowin
Conference Program Director
The Conference Board
John Harbison
Vice President
Booz·Allen & Hamilton
Tuesday, March 26, 1996
Session A
9 - 10 am
A View From the Top
Cross-border alliances are one of the most effective ways you
can access capabilities and new markets without a significant
incremental investment risk. But they can be very complicated
to initiate and negotiate, and can become messy if implemented
carelessly. Frederic Salerno of NYNEX will kick off the conference
by giving you an overview of the importance of cross-border alliances
to the future of your company. He also will share the lessons
learned in using cross-border alliances to improve competitive
advantage.
Frederic V. Salerno
Vice Chairman - Finance and Business
Development NYNEX
10-10:30 am Networking Coffee Break
Session B
10:30 am - 12 noon
A Practical
Guide for Successful Cross-Border Alliances "Leapfrogging
the Learning Curve"
The number of strategic alliances is skyrocketing. Executives
in European and Japanese firms are most experienced at forming
and managing alliances, placing U.S. executives at a competitive
disadvantage. John Harbison and Peter Pekar, leaders of Booz·Allen
& Hamilton's alliances practice, will show you why some cross-border
alliances succeed and others fail, and how you can learn from
the mistakes of others to improve your odds for success.
You'll hear how cross-border alliances can quickly alter the
competitive playing field. Based on a study of nearly 4,400 U.S.
and overseas alliances for more than 400 U.S. and foreign companies,
you'll hear the step-by-step process for achieving a successful
alliance, and receive the results of a study on the alliance
practices in Europe, Japan, Latin America and the United States.
John R. Harbison
Vice President
Booz·Allen & Hamilton
Peter Pekar
Senior Advisor to
Booz·Allen & Hamilton
Session C
12 noon - 1:30 pm
Luncheon and Speaker
Alliances vs. Acquisitions:
Which One Can Help You Win on the Global Battle Field
Knowing which approach you should select is essential
to competitive success. Too often, companies choose the wrong
approach and are then trapped. Alan Gilmore of Ford Motor Co.
will discuss how organizations should differentiate between alliances
and acquisitions and will focus on what skill set and tools are
key to success.
Alan D. Gilmore
Vice Chairman (retired)
Ford Motor Co.
Concurrent
Sessions (D, E, & F)
Select one of these concurrent sessions.
Each focuses on a particular region of
the world, and will start with a short
review of the forces at work within that
region. The sessions will be repeated
from 3:30 - 5 pm.
Session D
1:45 - 3:15 pm
Initiating and Building Alliances: An Asian Perspective
As in other areas of life, picking the right opportunity and
partner are crucial. This is particularly true in Asia where
technology, relationships, culture, and fast growth play key
roles. Too often, companies jump in, make critical mistakes,
and must then react. The better approach focuses on first preparing
a realistic feasibility study and screening the right partner.
This panel session will reveal the perspectives of companies
that have been through the process in Asia. We'll focus on what
knowledge, skills, and tools are key to form successful, long-lasting
alliances.
Clark Phippen
Manager Corporate Business Development
DuPont Company
Lawrence W. Clarkson
Senior Vice President Planning & International Development
The Boeing Company
Session E
1:45 - 3:15 pm
Initiating and Building Alliances: A European Perspective
The right opportunity and partner are equally as essential
in Europe, where the environment has slower growth, employment
consciousness, and market share sensitivity. This panel session
will give you the perspectives of executives that have been through
the alliance process in Europe. We'll cover the knowledge, skills,
and tools you need to form profitable, long-lasting alliances.
Dr. Klaus L. Volkholz
Senior Director of Corporate Planning & Strategy
Philips International, B.V.
Jean-Louis Gergorin
Director, International Strategy &
Development
Matra Hachette
Session F
1:45 - 3:15 pm
Initiating and Building Alliances: A Latin American Perspective
A unique challenge for cross-border alliances in Latin America
is recognizing and accommodating the inevitable differences between
partners. The issues include objectives, strategy, structure,
evolution, the roles of the parent companies, and "divorce" clauses.
An essential element for you is to focus on the relative contribution of
each partner and achieve an open understanding
of your partner's expectations. This panel session will share
lessons learned from forming alliances. You'll find out who is
involved in the process and how allowances are made to accommodate
differences in management and organizational styles. We'll review
the knowledge, skills, and tools that are key to forming successful
alliances.
Ernesto Martens
Chairman of the Board
AEROVIAS DEMEXICO
Concurrent
Sessions (G, H, & I)
Sessions D, E, and F are repeated to give you an opportunity
to attend another regional session.
Session G
3:30 - 5 pm
Initiating and Building Alliances: An Asian Perspective
Session H
3:30 - 5 pm
Initiating and Building Alliances: A European Perspective
Session I
3:30 - 5 pm
Initiating and Building Alliances: A Latin American Perspective
Session J
5 - 6 pm
Network Reception
Hosted by Booz·Allen & Hamilton
Wednesday, March 27, 1996
Session K
9 - 10 am
Impact of Cross-Border Alliances on the Firm
Cross-border alliances demand flexibility in your company's structure,
culture, management systems, and processes. In this session,
you'll hear about a company that has been particularly successful
in using alliances to grow a series of businesses.
Gene Slowinski
Director of Strategic Alliance Studies
Graduate School of Management
Rutgers University
Session L
10:30 am - 12 noon
Managing Cross-Border Alliances
Once a cross-border alliance has been successfully negotiated,
the effort shifts to making the partnership work. You'll learn
what strategies and mechanisms have proven effective in managing
an alliance and achieving lasting value from the relationship.
You'll hear what it's like to work as a manager in a high technology
cross-border alliance or in a services business cross-border
alliance. And, you'll hear first-hand experiences of what happens
when parent companies try to impose cultures, management systems
or styles on the alliance, become too involved in day-to-day
decisions, or neglect the relationship all together. Speakers
will discuss both high technology and service driven industries.
Patricia Higgins
President, Communications Line of Business
and Corporate Vice President
Unisys Corporation
Luciano Rodighiero
Senior Vice President, Strategic Planning &
Business Development
Ansaldo, A Finneccania Company
Session M
12:15 -12:45 pm
Conference Summary and Wrap-Up
One of the most valuable outputs of this conference will
be the common themes, issues, and ideas generated by the presentations
and discussions. In this session, you'll receive reports on the
central messages that emerge during the conference.
Ronald M. Cowin
Conference Program Director
President, Cowin Associates Inc.
John R. Harbison
Vice President
Booz·Allen & Hamilton Inc.
* * * * *
About The Conference Board
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organization, connecting companies in more than 60 nations. Founded
in 1916, the Board's twofold purpose is to improve the business
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About Booz·Allen & Hamilton
Booz·Allen & Hamilton
is a global management and technology consulting firm committed to
helping senior man-agement
of industrial, service and government organizations improve their
performance and develop capabilities needed to compare and thrive
in the global marketplace. Founded in 1914, it is a private corporation
wholly owned by its partners. The firm offers technology and
commercial business expertise where its multidisciplinary teams
approach client assignments from a global perspective, yet each
consulting approach is tailored to the specific needs of the
client. Its strategic alliances practice works together with
clients in selecting, building, deploying, and renewing capabilities
--leveraging over 100 best practice elements culled from successful
alliance leaders. |