When Rob Basso started his business, he knew he was at a disadvantage. Smaller and less established than his competitors in the payroll services field, Basso lacked the capital, manpower and resources that the larger firms enjoyed. In order to level the playing field, he knew he had to creatively market and grow his business. To become immediately competitive, Basso decided to align his startup company with local accounting firms, 100 of which he now calls partners. Read the rest of this entry
Executiveaction
series No. 237 June 2007
by Howard Muson
One of the fastest, least capital-intensive ways for small-to-midsize companies to grow is to connect with a larger, more powerful partner or brand. But how do you find a ‘big brother’ you can trust? Read the rest of this entry
Larraine Segil captures audiences with her unique, personable and highly professional style. She speaks on the management tools that make the right stuff–Alliances, Leadership, E-business and Humor.
Most Requested Topics:
* Leading Knowledge Workers for the Millennium: Larraine will present the “Ten Qualities to Make Managers into Leaders” and the organizational characteristics to attract and support them. She has created a formula that will enable an organization to bridge the gap between yesterday’s leadership models, and the mandates of the new contemporary market-space. She will explain her approach using a simple methodology so that the audience can examine their own characteristics, corporate structure and culture, to determine how they can enhance leadership skills and increase knowledge capital.
* The Seven Trends That Are Changing the Way Business Works: Larraine presents the “Power of 7.” These trends are like the Walls of Jericho and provide entrance into a world of opportunity. They include: Global Security, Knowledge Transfer, Alliances, New Leadership and others. Like Joshua, persistence and determination to understand and excel in all 7 areas means that the walls will fall revealing the treasures inside–only the brave and focused will prevail.
* Strategic Alliances: Why do our alliances seem to start off well and then lose momentum? How can we ensure that every manager understands the risks and advantages in an alliance? Whose responsibility is the alliance? Does our company have the culture to create and manage valuable ongoing alliances? Sixty percent of all alliances fail at 3.5 years. In order to make them successful, alliance participants need a clear understanding of the success and failure factors covered in this presentation. The audience will leave with a set of tools that will allow them to create and add value to their roles in all kinds of alliances, whether between different divisions or functions of their company or externally with alliance partners.
* How to Create Global Competency in Your People–Managing Across Cultures: Larraine Segil has created a systems approach that will prepare participants for effective business management in any culture. Applied by companies such as Oracle and Dupont Agrichemical/Pioneer Hybrid This approach works no matter your job function–research and development, sales and marketing or senior management.
* Shift Your Mind Into a new Way of Looking at Alliances…Larraine Segil’s Mindshift Methodology™: Successfully managing an alliance or corporate partnership requires not only a strategic business justification, but also the compatibility of the corporate cultures of the alliance partners. Although appropriate planning, preparation, implementation, and change strategies are integral to the achievement of alliance success, the importance of the cultural elements between organizations is often underestimated.
As more midsize companies expand internationally, business leaders should take note of some best practices on how to make global partnerships succeed. Read the rest of this entry
How smart alliances lend a hand to help midmarket growth.
By Melanie Haiken, Business 2.0 Magazine
November 27 2006: 7:21 PM EST
(Business 2.0 Magazine) — It might seem like the simplest thing in the world to join forces with companies whose interests are complementary to yours. But statistics tell another story. Read the rest of this entry
