Strategic Alliance Magazine Q2 2016 - 34
F I N A N C I A L M E T R I C S O F PA R T N E R I N G
SALES
A
S
A
P
14%
6
T
H
12%
S
T
A
T
E
PROFIT
The resulting 13-page report was
written to provide guidelines for
companies assessing the viability of potential alliance partners
based on the resulting economic,
financial, and social capital data.
It includes graphs and charts created from statistically verifiable
findings as well as conclusions
compiled from surveys sent out
to ASAP members last fall. There
were 175 respondents (an 8.25 percent response rate). Wilson earned
his doctorate from the Michael J.
Coles College of Business at Kennesaw State University, where he
developed some of the methodologies used in this white paper.
10%
O
F
T
H
E
8%
6%
A
L
L
I
A
N
C
E
4%
2%
0%
Figure 1
Financial Growth Measures
This survey gauged two types of growth according
to percentage increase: sales and profitability.
Respondents reported increases in each category
based on their specific strategic alliance. Sales
increases are typically relevant to alliances that
involve new market and/or product development,
while profit increases are typically relevant to
alliances that seek to leverage resources or
employ operational best practices across partners.
Therefore, both financial measures were included
34
management practice, which in
this study is defined as 'leveraging social capital.' These positive
economic outcomes not only meet
the criteria for ASAP, which commissioned the study, but truly put
metrics in a place where none previously existed."
in this study.
STRATEGIC ALLIANCE MAGAZINE | SUMMER * 2016
Central to the overall results is
one groundbreaking finding that
explores two types of growth according to percentage increase:
sales and profitability (see Figure 1).
Respondents reported increases in
each category based on their specific
strategic alliance. Sales increases are
typically relevant to alliances that
involve new market and/or product
development, while profit increases
are typically relevant to alliances
that seek to leverage resources or
employ operational best practices
across partners. Therefore, both financial measures were included in
this study.
Respondents also helped define
firm characteristics, alliance performance, and social capital-the
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