A global technology was facing the opportunity and
challenge of expanding globally into countries with very different cultures
than the parent company. They realized that their current relationships had
built up slowly over several decades in a single European region that shared a
lot of cultural assumptions.
As they began to expand into other markets around
the world in Russia, South Africa, Malaysia, China, and India, they realized
they needed to build similar alliances very quickly. They used value network
mapping to define the key strategic roles for a successful business ecosystem,
regardless of what country they were in. The map below was generated to guide
relationship building in their new markets.
What they found of particular value was the mapping
of intangibles. They realized that there was a lot of information sharing and
support that they had taken for granted in their existing relationships. By
identifying these intangibles they found they could better develop strategies
for partnering. The map also helped them clarify these expectations with their new partners and negotiate the best ways to build the relationships and monitor the interactions.
