Alliances Benefit Clients
Alliances are created because of the potential increase in value creation for the parties involved. This value usually accounts for nearly a third of the revenue of these individual companies. For service companies, such as consultancy, the recipients of this additional value will be the clients.
Alliances are formed by companies who have target customer segments that overlap yet provide different and potentially complementary services to these customers. By forming alliances, they are able to increase their reach to more customers with a wider scope of needs.
But how exactly does this benefit the clients?
Compared to service providers that provide a broad spectrum of services, an alliance offers a range of service providers with a niche in their market. These niche companies have spent their resources to develop their solutions, processes and employees to meet customer demands in that specific market segment. The alliance offers customers high level of expertise in every segment while addressing the broader scope of work required, creating tremendous value for client companies.
An alliance also brings a larger amount of resources it can provide to its customers. With different assets like event/meeting venues and contacts, alliances store a huge arsenal of resources to utilise in the best situation. Furthermore, with cross-border alliances, the access to resources in potential or target markets are invaluable.
Resources are the business fuel to help make it move forward. Having access to a larger amount of resources is an advantage to drive the business faster and bigger that every business wants. Working with an alliance creates value for clients by utilising their vast resources to maximise the potential of clients to soar above their goals.
3. Human Capital
The most valuable resource that an alliance would bring is likely to be its combined human capital. This refers to the intelligence that brings about ideas, solutions and criticism to produce the best result for clients. Consultancies which are hired primarily for their human capital to give value-added strategies and ideas to their clients would be able to do a much better analysis of environments with the combined force of alliance partners.
Being able to identify a broader spectrum of potential issues and coming up with effective solutions would be much easier for an alliance with the higher level of expertise in the respective fields. Even in cross-border situations, having partners that can come up with geographically and culturally suitable solutions is necessary for successful implementation.
Perhaps the biggest contribution of an alliance to brainstorming would be having a third-party critique, especially for matters outside the expertise of the single service provider. For example, if a certain business strategy would require a huge change in human resource (HR) policies, the effectiveness of that strategy can only be evaluated after consulting a HR expert. This would be simple, quick and cost-effective if the consultants form an alliance to serve the clients together.
With an increased clientele history, alliances also provide their clients with a much wider reach across a variety of stakeholders. These stakeholders can be investors, suppliers, target customers, new potential customer segments and even competitors. Many of these stakeholders play a key role in business strategies and having a wider reach could have a pivotal impact on the business.
Networking and opening opportunities are the foundations of growing the business as business will never know when a contact becomes a potential stakeholder. By hiring an alliance expands the contact book for any situation and allows companies to widen their networks by leaps and bounds. This can even lead to potential alliances between clients with complimenting products and services that would allow them to create value for one another.
5. Complementary Services
While some may argue that they can look for the different service providers individually, one of the key factors to note is that alliances form with the intention of creating value for the shared client. This means that there is a detailed planning process to determine how the contributing parties will best complement one another to include the most value to clients. With processes in place to better co-service clients, clients can expect faster response times for cross-functional inquiries and less time and resources wasted on waiting.
This includes work structure, client handling and team collaboration channels that are carefully designed to bring about a cohesive thought process and solution to present to clients. Such cohesiveness is something that cannot be easily replicated, definitely not by individual agencies. The intention to create such value carries a huge differentiating factor of collaborative processes that can even be more powerful than large corporations than having poor cross-function policies.
Consult an Alliance
The number of alliances has been increasing over the years by nearly 25% per annum, indicating how powerful they are. However, the real recipients of these alliances are the clients. Contracting the help of a powerful alliance would be a formidable force that can help accelerate the business to greater heights in a quick, fast and holistic manner.
MBAlliance (http://mballiance.asia) provides a series of multinational services, acting as a bridge and enabler for businesses to compete more effectively in a dynamic and fast evolving Asia Pacific.
As an alliance, between Swem Consulting, BlackStorm Consulting and Align Group, we strive to equip entrepreneurs with local knowledge, leveraging on years of experience from our founding members.