Application: Implementation IssuesWith any partnership, there are sure to be implementation issues, if not problems. Consider the case of Clorox and its Green Works brand. Clorox initially licensed the Family Pure brand from a Japanese company. Then they asked European partners to help develop cleaners made from plant-based ingredients. Their aim was to find eco-friendly cleaners that work at least as well as effective harsh chemicals like bleach (Makower, 2008). After tests with consumers, Clorox changed the name to Green Works and co-branded it Clorox.Although the Clorox/Green Works process serves as a partnership success example, imagine that you are a key HR professional intimately involved in its development, and that post-agreement, serious implementation problems develop in many phases of the relationship. For example, suppose that the Japanese company later claimed that they were not being sufficiently compensated. Perhaps you learned that the European partners intended to develop products of their own based on the research that Clorox commissioned. Consider the key elements of a response plan, anticipating contingencies that might alter the decision on what actions you take. The elements of your plan should include considerations related to culture, costs, competencies, compliance, and competitors.To complete this Assignment, respond to the following in a 3- to 4-page paper:Analyze HR strategies for promoting a successful alliance.Cite specific steps from the Required Resources and your own research that are essential to take before an alliance agreement can be reached.Describe the importance of relationship management to the success of an alliance.Evaluate challenges to implementing a successful alliance.Identify potential obstacles that could prevent alliance partners from maintaining productivity, retaining key talent, and promoting long-term implementation of the buy decision.Describe the obstacles and suggest actions that could be taken to prevent or mitigate their effects.Support your analysis with specific examplesReferences to be used:Gibbs, R., & Humphries, A. (2009). Strategic alliances and marketing partnerships: Gaining competitive advantage through collaboration and partnering. London, NI: Kogan Page Limited.Chapter 6, “Working Hard at the ‘Soft’ Factors”Chapter 6 culminates in the development of a partnering performance model based on successful partnerships that have generated value as a consequence of partner innovation, management of the relationship within agreed standards of behavior, and the creation and capture of value through a focus on synergy and critical and positive self-evaluation. The partnering performance model is assessed in terms of three super factors that combine both relational and operational measures.Mehta, S., & Peters, L. S. (2007). Outsourcing a core competency. Research Technology Management, 50(3), 28–34.Retrieved from the Walden Library databases.The authors describe their study of trends in the pharmaceutical industry relative to “big pharma” companies outsourcing of biostatistics in clinical trials to contract research organizations (CROs). Since this often results in sharing of best practices, the study concludes that, among the projected outcomes, it is possible that the CROs may actually develop into industry competitors.Segil, L. D. (2008). Making business alliances work. Management Quarterly, 49(2), 30–35.Retrieved from the Walden Library databases.Creating, building, and managing successful alliances is a capability that is critical to associations and companies of all sizes. Alliances enable organizations to focus on what they do best, while leveraging their assets to save time and cost, in relationships with other symbiotic organizations.MUST USE SUBTITLES AND CONCLUSION
