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Identifikators:312082
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Vērtējums:
Publicēts: 01.12.1996.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

5. 3 Strategic Alliances At this writing strategic alliances with Smith and Jones are possibilities, given the content of existing discussions. Given the background of prospective partners, we might also be talking to European companies including Siemens and Olivetti and others, and to United States companies related to Apple Computer. In Latin America we would be looking at the key local high-technology vendors, beginning with Printaform.
6. 0 Management Summary The initial management team depends on the founders themselves, with little back-up. As we grow we will take on additional consulting help, plus graphic/ editorial, sales, and marketing. 6. 1 Organizational Structure Progressive should be managed by working partners, in a structure taken mainly from Smith Partners. In the beginning we assume 3-5 partners: *Ralph Sampson *At least one, probably two partners from Smith and Jones *One strong European partner, based in Paris. The organization has to be very flat in the beginning, with each of the founders reponsible for his or her own work and management. *One other strong partner 6. 2 Management Team The Progressive business requires a very high level of international experience and expertise, which means that it will not be easily leveragable in the common consulting company mode in which partners run the business and make sales, while associates fulfill. Partners will necessarily be involved in the fulfillment of the core business proposition, providing the expertise to the clients. The initial personnel plan is still tentative. It should involve 3-5 partners, 1-3 consultants, 1 strong editorial/graphic person with good staff support, 1 strong marketing person, an office manager, and a secretary.

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