QUESTIONNAIRE FOR A SELECT GROUP OF EMPLOYEES AT

EMPLOYEES AT

BENELUX

My name is Marc Maandag. I am a master student ‘Business Administration’ with a specialization in Business Development at the Federal University of Groningen and I am working on my graduation project ‘Creating maximum value through strategic alliances’ at E.ON Benelux.

Reason for research

The department of Business Development has asked for advice concerning the approach to

partnerships, in particular strategic alliances. The present approach of E.ON Benelux seems to work well, but perhaps it would be better to use a more structured approach to strategic alliances, according to Business Development.

Goal of this questionnaire

one cannot easily do or chooses not to do alone. An alliance is a synonym for a strategic alliances/ a strategic partnership. The common (legal) forms of alliances are contractual alliances, joint ventures and minority investments. A one-off market transaction, simple forms of outsourcing, licensing and mergers/acquisitions are outside the definition of alliances.

This questionnaire has been divided into five parts:

1. general questions about strategic alliances.

2. specific questions about the level of ambition in strategic alliances. 3. specific questions about the capability to partner.

4. specific questions about the elements of the strategic alliance process. 5. general questions about potential improvements.

Important remarks:

- You have been selected for participation in this research in consultation with the department of Business Development.

- The outcomes of this questionnaire are strictly confidential; personal information will be left out of consideration in my research report.

- The outcomes of this questionnaire will be used as input for analysis and advice. Therefore your input is very important.

- This questionnaire is in English, because English is the prescribed language of my graduation project.

- For your convenience, you can answer the questions and give your explanation/comments in Dutch. After each question and after each part there is room for an explanation and/or comments.

- Answering the questionnaire will take about 30 minutes of your time. Try to be as clear and accurately as possible.

- Don’t forget to mention your name, department/cluster and email address.

Thanks in advance for your cooperation! Marc Maandag

 PART I

GENERAL QUESTIONS ABOUT STRATEGIC ALLIANCES OF

E.ON BENELUX

Question 1:

What is the experience of E.ON Benelux with strategic alliances in the last five years (alliances in progress as well as completed alliances)?

Forms of alliances Number of alliances Average duration

(check the appropriate box) (in years)

Co-marketing alliances Yes No ………. ……….

Research/innovation alliances Yes No ………. ……….

Distribution alliances Yes No ………. ……….

Supplier alliances Yes No ………. ……….

Co-production alliances Yes No ………. ……….

Other alliances Yes No ………. ……….

Explanation:

Question 2:

In how many of the above-mentioned strategic alliances are/were you personally involved?

Question 3:

Question 4:

How many times are the strategic alliances, indicated at Question 1, established on the initiative of E.ON Benelux?

Question 5:

How many strategic alliances at E.ON Benelux are successful/were successful in the last five years, based on the total number of strategic alliances indicated at Question 1?

Question 6:

Which factors have led to the success of strategic alliances at E.ON Benelux?

Question 7:

 PART II

SPECIFIC QUESTIONS ABOUT THE LEVEL OF AMBITION

IN STRATEGIC ALLIANCES WITHIN E.ON BENELUX’

STRATEGY

An organization has three strategic options to address the gaps in its corporate strategy: in-house activities (‘organic growth’), alliances, and mergers and acquisitions, or a combination of these three options. Once an organization has decided that alliances can be of potential value, the organization should, first of all, determine its level of ambition in alliances. First, you will be asked to indicate the present level of ambition in strategic alliances. Second, you will be asked to indicate the importance of the driving forces behind the present level of ambition in strategic alliances at E.ON Benelux.

Choose one out of three terms which corresponds best to the present situation at E.ON Benelux.

Question 8:

How would you indicate the present level of ambition in strategic alliances at E.ON Benelux? (check the appropriate box)

Alliances as an incidental solution

If an organization makes the choice to use alliances as an incidental solution, then alliances will be pragmatically organized. These organizations consider alliances as an opportunity or as a solution to a problem, and not as a strategic issue. Single alliances need adequate management attention, but there are no special requirements for the organization as a whole to manage alliances.

Alliances as a structural instrument

If an organization makes the choice to use alliances as a structural instrument, alliances must be integrated into the governance of the organization. For example, this can be realized by expressing explicit goals and expectations about the effectiveness and outcomes of alliances. These

organizations have to deal with multiple alliances and need to further develop their capability to partner.

Alliances as a ‘way of life’

If an organization makes the choice to use alliances as a ‘way of life’ (core competence), alliances will be completely embedded in the vision, mission, and goals of the organization. Alliances are part of the organizational identity. These network organizations focus on continuous learning and

improvement in the field of alliances, and the capability to partner becomes a source of competitive advantage.

Explanation:

Question 9:

What is the importance of the driving forces behind the level of ambition in alliances at E.ON Benelux? (check the appropriate box)

Drivers

The degree of dynamism in the environment

Unimportant Moderately important Very important

Alliance capabilities of competitors, suppliers and partners

The position in the chain or sector relative to those of others Unimportant Moderately important Very important

The need and urgency to partner

Unimportant Moderately important Very important

The complexity of the required alliances

Unimportant Moderately important Very important

Other driver(s)

 PART III

SPECIFIC QUESTIONS ABOUT THE CAPABILITY TO

PARTNER OF E.ON BENELUX

Introduction

The capability to partner concerns six organizational aspects, namely strategy, structure, systems, management style, culture and staff. The higher the level of ambition in strategic alliances, the higher the requirements for the capability to partner. A number of questions will be formulated concerning these six organizational aspects. You will be asked to choose one out of three different statements, which correspond with the three levels of ambition in strategic alliances stated in Question 7. Choose the statement that is most comparable with the present situation at E.ON

Benelux (check the appropriate box).

Strategy

Question 10:

Alliances are an operational need, not an intended choice.

Alliances are an instrument to accomplish explicit goals and expectations. Alliances are a strategic instrument.

Question 11:

The organization is aware of an outside world including competitors, suppliers and customers.

The organization is aware of an outside world including competitors, suppliers, customers and partners.

The organization is aware of a world (unlike it is inside or outside) as a dynamic system of competitors, suppliers, customers and partners.

Structure

Question 12:

Managing alliances is not structured within the organization. (Top) management pays structural attention to alliances.

Alliance capabilities are recognizably incorporated and bundled; support and development of alliance managers is structurally organized.

Question 13:

Hierarchy is the dominant structure concept in managing alliances.

Alliance professionals find each other and there arise competence centers, where is worked on instruments to develop and manage alliances.

The concept of alliances is recognizable in the organizational structure as a whole.

Question 14:

Alliance knowledge and capabilities are not secured within the organization.

There is attention for securing alliance knowledge and capabilities within the organization. Use of instruments, like an explicit alliance strategy and portfolio management, is well incorporated.

Systems

Question 15:

There are no specific processes and systems organized in the benefit of alliances. The organization takes account of accepted standards and compatibility with (potential) partners, for the organization of processes and (information) systems.

Flexibility and adaptability are the leading principles for the organization of processes and the information delivery.

Question 16:

Alliances are not recognizable in management information. Alliances are recognizable in management information.

The organization manages itself and its environment like a network of alliances.

Management style

Question 17:

Alliances are not actively managed.

Alliances are subject of (top) management attention.

Question 18:

The management style is particularly aimed on position and result. The management style develops from hierarchical to facilitating. High degree of mutual influence as the management style.

Question 19:

Management of alliances is marked by securing self-interests; intuition and negotiation skills of individuals are the main instruments.

There is space for the entrepreneurial side of partnering; not only focused on the internal organization.

Strong focus on relations (internal and external) and facilitation of the partnering process.

Culture

Question 20:

Position and own department are important.

Relation skills, external orientation and entrepreneurial behavior are stimulated. Search for alliances is naturally, inside and outside.

Question 21:

Alliances are no special issue.

The organization has attention to alliances and stimulates alliance initiatives. Alliance capabilities are part of the norms and values of the organization.

Staff

Question 22:

There are no specific functions for managing and guiding alliances.

Knowledge about starting and maintaining alliances is bundled and integrated into specific functions (alliance managers).

Alliance capabilities are part of each function within the organization.

Question 23:

Alliances are secondary activities of existing operational managers. Partnering develops as a professional field.

 PART IV

SPECIFIC QUESTIONS ABOUT THE ELEMENTS OF THE

STRATEGIC ALLIANCE PROCESS

Introduction

Gaining experience and minimizing failure in strategic alliances asks for a disciplined, structured and systematic strategic alliance process. The strategic alliance process concerns five phases of the (single) alliance life cycle:

- alliance strategy - partner selection - alliance design - alliance management - alliance evaluation

A number of questions (statements in terms of output) will be formulated concerning the elements of these five phases of the alliance life cycle. You will be asked to value these statements in terms of ‘Never’, ‘Seldom’, ‘Sometimes’, ‘Average’, ‘Often, ‘Almost always’ and ‘Always’. Choose one out of

seven terms which corresponds best to the present situation at E.ON Benelux (check the appropriate box).

Phase 1: Setting the alliance strategy

Question 24:

The drivers for the proposed alliance are understood and confirmed as material reasons for further investigation.

Question 25:

The organization is clear on its strategy and direction, core competences and ability to make effective strategic choices, meaning that an alliance is confirmed as being the right choice to address the drivers.

Never Seldom Sometimes Average Often Almost always Always

Question 26:

A basic cost/benefit/risk analysis is used to send the right signals to stakeholders about the potential value and importance of the alliance.

Never Seldom Sometimes Average Often Almost always Always

Question 27:

The alliance executive sponsor is nominated and stakeholders are aligned and supportive.

Question 28:

Necessary resources and costs for further alliance investigation and specialist support are identified and available.

Never Seldom Sometimes Average Often Almost always Always

Question 29:

An internal alliance team is assembled with commitment to the project and agreed ground rules are formulated.

Never Seldom Sometimes Average Often Almost always Always

Question 30:

There is a clear value proposition for the organization, target customers and partners.

Question 31:

The organization readiness statement is made, based on a self-assessment of the organizational strengths and weaknesses and the organizational culture. Actions are planned on relevant areas, before formal engagement.

Never Seldom Sometimes Average Often Almost always Always

Question 32:

A clear negotiating strategy is set.

Never Seldom Sometimes Average Often Almost always Always

Question 33:

The composition of a profile about how the ideal partner would look like is made according to the following fields of characteristics: technical, operational, portfolio, strategic, commercial, outside pressures, relationship, environment and regulatory.

Phase 2: Selecting a partner

Question 34:

The potential partners are identified.

Never Seldom Sometimes Average Often Almost always Always

Question 35:

The preferred partner(s) are selected based on strategic alignment, similar ambitions and compatible cultures.

Never Seldom Sometimes Average Often Almost always Always

Question 36:

The stakeholder overview and the risk register are updated depending on the agreements with the selected partner(s).

Question 37:

Mutual operational due diligence is completed (last check on organization readiness statement) and an agreement is made on what will be done with the findings.

Never Seldom Sometimes Average Often Almost always Always

Phase 3: Structuring the alliance

Question 38:

A definitive alliance strategy plan is made. Based on the alliance strategy the appropriate legal/financial structure is fixed.

Never Seldom Sometimes Average Often Almost always Always

Question 39:

An agreement is made on alliance governance (based on control and/or trust), performance standards and qualitative/quantitative metrics.

Question 40:

The alliance managers and staff are nominated.

Never Seldom Sometimes Average Often Almost always Always

Question 41:

An implementation plan with specific action plans (including the launch strategy) and the resources assigned to the alliance is formulated.

Never Seldom Sometimes Average Often Almost always Always

Question 42:

A conflict resolution strategy is set to deal with potential problems within the alliance and between the partners.

Question 43:

An exit strategy is set out to indicate when an alliance should be closed.

Never Seldom Sometimes Average Often Almost always Always

Phase 4: Managing the alliance

Question 44:

The planned alliance results are delivered in accordance with the implementation plan.

Never Seldom Sometimes Average Often Almost always Always

Question 45:

Appropriate project and change management techniques are used.

Question 46:

The results are periodically measured and monitored with the partner(s).

Never Seldom Sometimes Average Often Almost always Always

Question 47:

Strategy sessions with the partner(s) are periodically organized concerning strategy gaps and/or new opportunities, which can lead to repositioning or premature closing of the alliance.

Never Seldom Sometimes Average Often Almost always Always

Question 48:

The relationships with the internal/external stakeholders are developed and managed.

Question 49:

Conflict management is executed according to the conflict resolution strategy.

Never Seldom Sometimes Average Often Almost always Always

Phase 5: Evaluating the alliance

Question 50:

An objective final assessment of the partner(s) and alliance relationship performance is made at the end of the alliance life cycle. This can lead to the closing or continuation of the existing alliance, the formation of new alliances, the change to a merger or acquisition or the termination of the

relationship between the partner(s) involved.

Never Seldom Sometimes Average Often Almost always Always

 PART V

GENERAL QUESTIONS ABOUT POTENTIAL

IMPROVEMENTS AT E.ON BENELUX

Question 51:

Do you think that E.ON Benelux is sufficiently aware of the potential value that strategic alliances can have in reaching corporate goals? Please motivate your answer.

Question 52:

Does E.ON Benelux have existing plans/plans in preparation for improvement of the present approach to strategic alliances? Please motivate your answer.

Question 53:

Where do you see opportunities for improvement of the present approach to strategic alliances at E.ON Benelux?

Question 54:

Do you have any additional comments, which may be of interest for this research?