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What Are You Measuring?

Posted by Bill Crose on September 13, 2019 at 11:33am 0 Comments

A lifetime ago, my training department colleagues and I were satisfied with training data. We cranked out the requested ILT programs plus the "flavor of the year" content, we kept a busy training schedule, and made sure the coffee was always the right temperature. When accused of not delivering effective training because the learners didn't perform as they were trained, we took refuge in our management support role and not ultimately responsible or accountable for LEARNING or productivity.…

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2015 Segment 2 - Alliances as a differentiation and acceleration strategy

This segment will run from 11:45 to 1:00 on Tuesday, October 13th.

Panelists will have three to five minutes to present questions related to what they want to learn from the audience as well as present what they believe the audience can learn from the panelist's experience regarding "Alliances as a differentiation and acceleration strategy."

During the breakouts the panelists may share their "Alliances" experiences and questions related to the sales team, M&A, raising capital and exit.

The panelists are:

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How do you “challenge your thinking” as it relates to “growing your business” when using alliances (partners or channels) as a differentiation and acceleration strategy?

If your alliances (partners or channels) are not exclusive can they really be a differentiator?

Does the "need for speed" (acceleration) mitigate a concern regarding differentiation when considering alliances?

Could responding faster because of the use of alliances be a differentiator?

What do you want to know in your third question?  What would be the concern?

My question/concern is: If the time to build an alliance and communicate between partners once it has been built- increases the  time to respond to clients - how can we evolve our alliances strategy to provide faster responses than a competitor that does everything themselves?

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