M.E. Gilligan Consulting, dba
Martin & Associates
Relationship and Organizational Strategic Consulting
Foreign / Domestic Business

Strategic Relationships

Working with executive management of both dynamic and faltering companies, the Consultant facilitates the realistic assessment of market and Company personnel, product/technology, market asset strengths and weaknesses, along with the Company's profit growth goals, to develop strategic relationships, operation goals and working budgets.

  • Well thought-out and communicated strategic plans often make it possible to achieve dramatic improvements in operating performance, cash-flow management and profit. Particularly in high-growth entrepreneurial companies, Founder-CEO's often find it difficult to achieve "buy-in" to strategic goals because the second, third, or even fourth generation of managers and key employees without the close "survival" contact with the Founder have spread throughout the Company and don't know or understand his/her driving goals. Clear and direct communication is mandatory whenever there is:

      Need to partner or joint venture with a (prior) fierce competitor;
    1. Need to evaluate a favorite product or service on the basis of contributed profit;
      Need to respond to a rapidly (or even just irreversibly) changing market;
      Need to change, replace, add-to existing management or technical staff;
      Tension between internal technology vs. acquired/licensed external technology;
      Changed growth and exit goals of Founder;
      Opportunities of the moment and current circumstances;
      Significant external threat in the market or its environment;
      Significant technical/production break-through gives leverage to Company.

  • Strategic relationships can be internal among departments and divisions or external among companies. They can be with domestic or foreign customers, vendors or peer companies and can take the form of manufacturing agreements, joint ventures, licenses, output contracts, team bidding arrangements, or joint marketing agreements. Strategic analysis is needed whenever:

      Vertical integration of a product or service is market-driven (i.e. cost/response/quality);
    1. Special relationships already exist with vendors, customers, or other companies;
      Compatible and synergistic technology/products/service would dominate the market;
      Foreign markets need to be opened with minimum resources;
      Founder's exit or acquisition strategies require known partners to produce a deal;
      New technology must be found to upgrade/revise/replace existing products;
      Strong competitors whose products/services only slightly overlaps in the same market;
      Paths to market require multiple channels working in parallel.

  • Effective strategic relationships allow smaller companies to effectively compete with the giants and larger companies to take advantage of quickly changing technology developments.

      Much larger competitors force a "team up or lose" marketplace;
    1. Customers demand strong balance sheet and low risk vendors;
      Customers demand "one-stop" purchasing opportunity;
      Significant technology needs a "carrier product" to go to market.

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