977:
advance products and services, enter new markets and leverage technology and
Research & Development. Nowadays, global companies have many alliances on inland markets as well as global partnerships, sometimes even with competitors, which leads to challenges such as keeping up competition or protecting own interests while managing the alliance. So nowadays managing an alliance focuses on leveraging the differences to create value for the customer, dealing with internal challenges, managing daily competition of the alliance with competitors and Risk Management which has become a company-wide concern. The percentage of revenues for the top 1000 U.S. public corporations generated by strategic alliances increased from 3-6% in the 1990s to 40% in 2010, which shows the fast changing necessity to align in partnerships. The number of equity-based alliances has dramatically increased in the last couple of years, whereas the number of acquisitions has decreased by 65% since the year 2000. For a statistically examination over 3000 announced alliances in the USA have been reviewed in the years 1997 to 1997 and results showed that only 25% of these alliances were equity based. In the years 2000 to 2002 this percentage increased up to 62% equity-based alliances among 2500 newly formed alliances.
219:&Development collaborations of enterprises in high-tech markets are typical Horizontal Alliances. Raue & Wieland (2015) describe the example of horizontal alliances between logistics service providers. They argue that such companies can benefit twofold from such an alliance. On the one hand, they can "access tangible resources which are directly exploitable". This includes extending common transportation networks, their warehouse infrastructure and the ability to provide more complex service packages by combining resources. On the other hand, they can "access intangible resources, which are not directly exploitable". This includes know-how and information and, in turn, innovativeness.
1106:: When the objectives the strategic alliance was founded for have been achieved, and no further cooperation is necessary or beneficial for the involved enterprises the alliance can come to a natural end. An example for such a natural end is the alliance between Dassault and British Aerospace which was founded to manufacture the Jaguar fighter aircraft. After the end of the program no further jets were ordered so the involved companies ended their cooperation.
991:
addition, partner selection criteria can be categorised as being either task-related, or partner-related. Task-related selection criteria are associated with the operational skills and resources required for the competitive success of a venture. Partner-related criteria are associated with the efficiency and effectiveness of partner cooperation. The activities most often associated with the analysis phase are:
1112:: After the end of the actual reason for the alliance, the cooperating enterprises decide to extend the cooperation for following generations of a respective product or expand the alliance to new products or projects. Renault for example worked together with Matra on three successive generations of their Espace minivan, whereas Airbus expanded its cooperation to include a complete family of airplanes.
1052:: In this phase potential partners for the strategic alliance are analyzed, in order to find an appropriate company to cooperate with. A company must know the weaknesses and strengths and the motivation for joining an alliance of another company. Besides that appropriate criteria for the partner selection are defined and strategies are developed how to accommodate the partner's management style.
1124:: If one partner decides to get out of the alliance before the common goals have been achieved, the other partner can decide to continue the project on its own. This happened when Saab decided to continue with the designing of a commuter aircraft (SF-340), after the partner Fairchild had to cancel the alliance because of internal problems. After Fairchild left the project it was named Saab 340.
861:
576:: using partners' distribution networks in combination with taking advantage of a good brand image can help a company to grow faster than it would on its own. The organic growth of a company might often not be sufficient enough to satisfy the strategic requirements of a company, that means that a firm often cannot grow and extend itself fast enough without expertise and support from partners
497:
347:
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1058:: After having selected the right partner for a strategic alliance the contract negotiations start. At first all parties involved discuss if their goals and objectives are realistic and feasible. Dedicated negotiation teams are formed which determine each partner's role in the alliance like contribution and reward, penalties and retaining companies´ interests.
235:
companies. This is also called cross-shareholding and leads to complex network structures, especially when several companies are involved. Companies which are connected this way share profits and common goals, which leads to the fact that the will to compete between these firms is reduced. In addition this makes take-overs by other companies more difficult.
726:
disadvantages, because alliances are made to fill gaps in each others´capabilities and capacities. Poor alignment of objectives, performance metrics, and a clash of corporate cultures can weaken and constrain the effectiveness of the alliance effectiveness. Some key factors that have to be considered to be able to manage a successful alliance include:
413:
36:
1138:. Strong companies sometimes have the opportunity to take over smaller partners. If one firm acquires another the strategic alliance comes to an end. After almost ten years of cooperation in the field of mainframe computers a British computer manufacturer, named ICL, was taken over by Fujitsu in 1990.
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and scope. The involved enterprises tried to consolidate their positions in their respective sectors. During this time the number of strategic alliances increased dramatically. Some of these partnerships lead to great product successes like photocopiers by Canon sold under the brand of Kodak, or the
202:
Various terms have been used to describe forms of strategic partnering. These include âinternational coalitionsâ (Porter and Fuller, 1986), âstrategic networksâ (Jarillo, 1988) and, most commonly, âstrategic alliancesâ. Definitions are equally varied. An alliance may be seen as the âjoining of forces
173:
relationships. To a greater or lesser degree, some alliances result in the virtual integration of the parties through partial equity ownership, through contracts that define rights, roles and responsibilities over a span of time or through the purchase of non-controlling equity interests. Eventually,
218:
Horizontal strategic alliances, which are formed by firms that are active in the same business area. That means that the partners in the alliance used to be competitors and work together In order to improve their position in the market and improve market power compared to other competitors. Research
990:
In the analysis phase performance goals for the partnership are defined. These goals are used to determine the broad operational capabilities that will be required. In the selection phase those performance goals are used as some of the criteria to evaluate and select potential alliance partners. In
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Included in this agreement among two or more parties working together for the achievement of common objectives, is the ability to create new value for the parties involved. It cannot be overstated that the achievement of value may come in many forms including new entries to market, speed to market,
230:
Joint ventures, in which two or more companies decide to form a new company. This new company is then a separate legal entity. The forming companies invest equity and resources in general, like know-how. These new firms can be formed for a finite time, like for a certain project or for a lasting
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In this phase in the life of a strategic alliance, an internal structure occurs under which its functions develop. While operating it, the alliance becomes an own new organization itself with members from the origin companies with the aim of meeting all previously set objectives and improving the
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Strategic alliances have developed from an option to a necessity in many markets and industries. Variation in markets and requirements leads to an increasing use of strategic alliances. It is of essential importance to integrate strategic alliance management into the overall corporate strategy to
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Vertical strategic alliances, which describe the collaboration between a company and its upstream and downstream partners in the Supply Chain, that means a partnership between a company its suppliers and distributors. Vertical
Alliances aim at intensifying and improving these relationships and to
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An arrangement between two companies that have decided to share resources to undertake a specific, mutually beneficial project. A strategic alliance is less involved and less permanent than a joint venture, in which two companies typically pool resources to create a separate business entity. In a
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Multiple activity alliance, which connect several of the described types of alliances. Marketing alliances most often operate as single country alliances, international enterprises use several alliances in each country and technology and development alliances are usually multi-country alliances.
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Equity alliances, which are formed when one company acquires equity stake of another company and vice versa. These shareholdings make the company stakeholders and shareholders of each other. The acquired share of a company is a minor equity share, so that decision power remains at the respective
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A strategic alliance is an agreement between two or more players to share resources or knowledge, to be beneficial to all parties involved. It is a way to supplement internal assets, capabilities and activities, with access to needed resources or processes from outside players such as suppliers,
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In the 1990s, geographical borders between markets collapsed and new markets were enterable. Higher requirements for the companies lead to the need for constant innovation for competitive advantage. The focus of strategic alliances relocated on the development of capabilities and competencies.
238:
Non-equity strategic alliances, which cover a wide field of possible cooperation between companies. This can range from close relations between customer and supplier, to outsourcing of certain corporate tasks or licensing, to vast networks in R&D. This cooperation can either be an informal
1076:
This phase focuses on creating frameworks both legally and organizational for the strategic alliance relationship, on agreeing and finalizing operational plans, making sure that key leadership is in place, and creating a formula for risk-and-reward that will motivates both parties to make the
316:
Some analysts may say that strategic alliances are a recent phenomena in our time, in fact collaborations between enterprises are as old as the existence of such enterprises. Examples would be early credit institutions or trade associations like the early Dutch guilds. There have always been
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Technology development alliances, which are alliances with the purpose of improvement in technology and know-how, for example consolidated
Research & Development departments, agreements about simultaneous engineering, technology commercialization agreements as well as licensing or joint
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Using and operating strategic alliances does not only bring chances and benefits. There are also risks and limitations that have to be taken in consideration. Failures are often attributed to unrealistic expectations, lack of commitment, cultural differences, strategic goal divergence and
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The success of any alliance very much depends on how effectively the capabilities of the involved enterprises are matched and whether the full commitment of each partner to the alliance is achieved. There is no partnership without trade-offs, but the benefits of it must preponderate the
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overall performance of the alliance which requires effective structures and processes and a good, strong and reliable leadership. Budges have to be linked, as well as resources which are strategically most important and the performance of the alliance has to be measured and assessed.
684:: In a strategic alliance the partners must share resources and profits and often skills and know-how. This can be critical if business secrets are included in this knowledge. Agreements can protect these secrets but the partner might not be willing to stick to such an agreement.
320:
In the 1970s, the focus of strategic alliances was the performance of the product. The partners wanted to attain raw material at the best quality at the lowest price possible, the best technology and improved market penetration, while the focus was always on the product.
757:: The best basis for a profit-yielding cooperation between enterprises is the creation of trust and goodwill, because it increases tolerance, intensity, and openness of communication, and makes the common work easier. Further, it leads to equal and satisfied partners.
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is being increasingly relied upon to keep abreast of all of an alliance's tangible and intangible metrics and goals. It ensures an alliance stays on the road to achieving overarching company goals and uncovers potential obstacles before they can thwart an alliance
628:: when companies pool their resources and enable each other to access manufacturing capabilities, economies of scale can be achieved. Cooperating with appropriate strategies also allows smaller enterprises to work together and to compete against large competitors.
570:: sharing skills (distribution, marketing, management), brands, market knowledge, technical know-how and assets leads to synergistic effects, which result in pool of resources which is more valuable than the separated single resources in the particular company.
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strategic alliance, each company maintains its autonomy while gaining a new opportunity. A strategic alliance could help a company develop a more effective process, expand into a new market or develop an advantage over a competitor, among other possibilities.
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Intersectional alliances are partnerships where the involved firms are neither connected by a vertical chain, nor work in the same business area, which means that they normally would not get in touch with each other and have totally different markets and
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Agreement for cooperation among two or more independent firms to work together toward common objectives. Unlike in a joint venture, firms in a strategic alliance do not form a new entity to further their aims but collaborate while remaining apart and
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Marketing, sales and service strategic alliances, in which companies take advantage of the existing marketing and distribution infrastructure of another enterprise in a foreign market to distribute its own products to provide easier access to these
620:: sometimes, collaboration with a local partner is the only way to enter a specific market. Especially developing countries want to avoid that their resources are exploited, which makes it hard for foreign companies to enter these markets alone.
1046:: In this stage the possibility of a strategic alliance is examined with respect to objectives, major issues, resource strategies for production, technology and people. The objectives of the company and of the alliance must be compatible.
751:: Negotiations need experienced managers. The managers from large firms need to be well-connected to integrate different departments and business areas over internal borders, and they need legitimations and support from senior management.
1118:: In this case the Strategic Alliance is ended before the actual objectives of its existence have been achieved. In 1987 Matra-Harris and Intel broke up their Cimatel partnership before one of the planned VLSI chips was manufactured.
223:
enlarge the company's network to be able to offer lower prices. Especially suppliers get involved in product design and distribution decisions. An example would be the close relation between car manufacturers and their suppliers.
739:: During negotiations time pressure must not influence the outcome of the process. Managers need time to establish a working relationship with each other, develop a time plan, set milestones, and design communication channels.
281:: a franchiser gives the right to use a brand-name and corporate concept to a franchisee who has to pay a fixed amount of money. The franchiser keeps the control over pricing, marketing and corporate decisions in general.
690:: The partner in a strategic alliance might become a competitor one day, if it profited enough from the alliance and grew enough to end the partnership and then is able to operate on its own in the same market segment.
614:: partners in a strategic alliance can help each other by giving access to resources, (personnel, finances, technology) which enable the partner to produce its products in a higher quality or more cost efficient way.
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Operations and logistics alliances, where partners either share the costs of implementing new manufacturing or production facilities, or utilize already existing infrastructure in foreign countries owned by a local
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A strategic alliance will usually fall short of a legal partnership entity, agency, or corporate affiliate relationship. Typically, two companies form a strategic alliance when each possesses one or more business
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Partners may provide the strategic alliance with resources such as products, distribution channels, manufacturing capability, project funding, capital equipment, knowledge, expertise, or intellectual property.
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There are several ways of defining a strategic alliance. Some of the definitions emphasize the fact that the partners do not create a new legal entity, i.e. a new company. This excludes legal formations like
710:: If a company is engaged in a foreign country, there is the risk that the government of this country might try to seize this local business so that the domestic company can have all the market on its own.
704:: When the decision powers are distributed unevenly, the weaker partner might be forced to act according to the will of the more powerful partner(s), even if he or she is actually not willing to do so.
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A strategic alliance is an organizational and legal construct wherein âpartnersâ are willing-in fact, motivated-to act in concert and share core competencies. This is especially relevant in strategic
564:: partnerships allow the companies involved to offset their market exposure. Strategic Alliances probably work best if the companies' portfolios complement each other, but do not directly compete.
588:: as complexity increases, it is more and more difficult to manage all requirements and challenges a company has to face, so pooling of expertise and knowledge can help to best serve customers.
745:: Some incompatibilities between enterprises might be unavoidable, so the number of alliances should be limited to the number necessary to enable the companies to achieve their goals.
733:: The cooperating companies need a clear understanding of the potential partner's resources and interests and this understanding should be the basis for setting the alliance's goals.
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Many companies struggle to operate their alliances in the way they imagined it and many of these partnerships fail to reach their defined goals. Some common mistakes are:
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The "dark side" of strategic alliances has received increasing attention across different management fields, such as business ethics, marketing, and supply chain management.
634:: When entering a foreign country, organisations sometimes face regulation constraints which can be reduced by forming a strategic alliance with a host-country organization.
299:: Production steps that do not belong to the core competencies of a firm are likely to be outsourced, which means that another company is paid to accomplish these tasks.
698:: Focusing and committing is necessary to run a Strategic Alliance successfully but might discourage from taking other opportunities, which might be beneficial as well.
1409:
Thompson, David S.; Twait, Steven; Fill, Kim (August 2011). "Measuring
Alliance Management: Quantify your Value by Showing how you Mitigate Risk and Solve Problems".
307:: a web-based distribution method where one partner provides the possibility of selling products via its sales channels in exchange of a beforehand defined provision.
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Risk of losing control over proprietary information, especially regarding complex transactions requiring extensive coordination and intensive information sharing.
275:: Big companies can cooperate unofficially, to control production and/or prices within a certain market segment or business area and constrain their competition
1510:
Priscilla
Wohlstetter, Joanna Smith, Courntey L. Malloy. Strategic Alliances in Action: Toward a Theory of Evolution. The Policy of Study Journals. 3, 2005, 33.
1424:
Thompson, David S.; Twait, Steven (August 2011). "High Risk to High Reward: How to Dig In, Solve
Problems, and Create a Valued Alliance Management Function".
763:: Intensifying the partnership leads to the fact that partners get to know each other better, each other's interests and operating styles and increases trust.
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1330:
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from the field of
Strategic Alliances. Others see joint ventures as possible manifestations of Strategic Alliances. Some definitions are given here:
1925:
Joan JanÊ, Alejandro Lago, Beuhla D´Souza. The
Effectiveness Of Strategic Alliances. IESE Business School- University of Nevada : s.n., 2008.
1379:
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Villena, VerĂłnica H.; Revilla, Elena; Choi, Thomas Y. (2011). "The dark side of buyer-supplier relationships: A social capital perspectiveâ".
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where each partner hopes that the benefits from the alliance will be greater than those from individual efforts. The alliance often involves
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that one partner buys out the stake of the other partner. This may even have been foreseen from the very beginning to grant an sales and/or
582:: speed to market is an essential success factor In nowadays competitive markets and the right partner can help to distinctly improve this.
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alliance which is not contractually designated, which appears mostly among smaller enterprises, or the alliance can be set by a contract.
1535:
markets/assets/china deals.pdf. "China Deals: Expectations, pitfalls and success factors of Sino-foreign business partnerships in China"
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293:: These are groups of normally large enterprises, that try to enforce technical standards according to their own production processes.
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strategic alliances, but in the last couple of decades the focus and reasons for strategic alliances has evolved very very quickly:
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Structured
Strategic Partnership Handbook A Practical Guide to Creating and Maintaining Strategic Partnerships that Add Value
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522:
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customers, competitors, companies in different industries, brand owners, universities, institutes or divisions of government.
1999:
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partnership of
Toshiba and Motorola whose joining of resources and technology lead to great success with microprocessors.
1682:"Sustaining Inter-organizational Relationships Across Institutional Logics and Power Asymmetries: The Case of Fair Trade"
1492:
http://education-portal.com/academy/lesson/strategic-alliance-in-business-definition-advantages-disadvantages.html#lesson
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1841:
Geringer, John (February 1991). "Strategic Determinants of Partner Selection Criteria in International Joint Ventures".
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long-term business relationship, while control, revenues and risks are shared according to their capital contribution.
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and organic growth. Strategic alliances occur when two or more organizations join together to pursue mutual benefits.
871:
507:
357:
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Nevin, Mike (2014). "The Strategic Alliance Handbook. A Practitioners Guide to Business-to-Business Collaborations"
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361:
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The interplay of different types of governance in horizontal cooperations: a view on logistics service providers
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1327:
19:
This article is about agreements between entities. For business agreements between customers and suppliers, see
1938:; AriĂąo, Africa (2007). "Strategic alliance contracts: dimensions and determinants of contractual complexity".
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1131:
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An alliance plan will provide the opportunity to manage and achieve defined results from a corporate ecosystems
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1306:(1996) Strategic Management Journal, Vol. 17, Special Issue: Knowledge and the Firm (Winter, 1996), pp. 77-91
2021:
109:
1039:
Forming a strategic alliance is a process which usually implies some major steps that are mentioned below:
594:: the parties in an alliance can jointly determine their mutual desired outcomes and craft a collaborative
24:
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1632:, "Future Shape of the Council", Agenda Item 8, Cabinet meeting held on 21 October 2009, paragraph 4.5
1520:
1728:
608:: partnerships can help to lower costs, especially in non-profit areas like research and development.
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Coordination difficulties due to informal cooperation settings and highly costly dispute resolution.
1879:(3rd ed.). The Association of Strategic alliance Professionals. January 2013. pp. 33â34.
303:
105:
20:
1858:
1709:
1618:
http://www.genios.de/wirtschaft/strategische_allianzen_wann_unternehmen/c_strategie_20111018.html
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Learning from partners and developing competencies that may be more widely exploited elsewhere
1947:
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to pursue a set of agreed upon objectives needed while remaining independent organizations.
287:: A company pays for the right to use another company's technology or production processes.
1905:
1555:
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Cummings, Stevan R. Holmberg and Jeffrey L. Building Successful Strategic Alliances. 2009.
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relationship a success. This phase ends with the contract being signed. Steps include:
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Enabling Collaboration â Achieving Success Through Strategic Alliances and Partnerships
153:
247:), draw a distinction among types of strategic alliances according to their purposes:
2015:
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1161:
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These different types and characters can be combined in a multiple activity alliance.
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and resources, for a specified or indefinite period, to achieve a common objectiveâ.
97:
1744:
1713:
1668:
http://www.wirtschaftslexikon24.com/d/strategische-allianz/strategische-allianz.htm
438:
206:
There are seven general areas in which profit can be made from building alliances.
61:
1854:
1168:. "Predicting and measuring alliance performance: A multidimensional analysis."
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http://brianmcgovern.com/joint-ventures-strategic-alliances-and-co-marketing/
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50:
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http://tbmdb.blogspot.de/2009/08/strategic-alliances-important-part-of.html
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Michael Porter and Mark Fuller, founding members of the Monitor Group (now
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or have expertise that will help the other by enhancing their businesses.
1994:
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based on mutually desired outcomes. This form of cooperation lies between
595:
423:
46:
1965:
Watenpaugh, Norma; Lynch, Robert Porter; Burke, Michael (January 2013).
1270:
Watenpaugh, Norma; Lynch, Robert Porter; Burke, Michael (January 2013).
1439:
128:
101:
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Wrong expectation of public perception leading to damage of reputation
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Too-strong focus on internal alliance issues instead on customer value
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There are several ways that a strategic alliance can come to an end:
117:
2005:
1951:
1523:. The International Journal of Logistics Management, Vol. 26, No. 2.
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http://www.businessdictionary.com/definition/strategic-alliance.html
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Hidden agenda leading to distrust, lack of value created negotiation
557:
For companies there are many reasons to enter a strategic alliance:
1008:
The activities most often associated with the selection phase are:
659:
Allowing each partner to concentrate on their competitive advantage
1534:
1175:
Niederkofler, Dr. Martin. "The Evolution of Strategic Alliances."
1904:
MĂźhlencoert, Thomas. Kontraktlogistik-Management. Koblenz :
1272:
The ASAP Handbook of Alliance Management: A Practitioner's Guide
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854:
490:
406:
340:
29:
1729:"What is dark about the dark-side of business relationships?"
1727:
Abosag, Ibrahim; Yen, Dorothy A.; Barnes, Bradley R. (2016).
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relationships where the parties desire to achieve long-term
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1896:
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1967:
The Handbook of Alliance Management: A Practitioners Guide
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Reduce administrative costs, R&D costs, and cycle time
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To reduce political risk while entering into a new market
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that features incentives designed to spur investments in
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Reactive behavior instead of prepared, proactive actions
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insufficient trust. Some of the risks are listed below:
653:
Improve agility, R&D, material flow, speed to market
1613:
1592:
Importance of Strategic Alliances in Company's Activity
1215:
Remix strategy, The Three Laws of Business Combinations
434:
57:
1448:. Library of Congress Cataloging-in Publication Data.
1302:
David C. Mowery, Joanne E. Oxley, Brian S. Silverman,
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Create critical mass, common standards, new businesses
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Access to new technology, intellectual property rights
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Strategic Alliances and Interfirm Knowledge Transfer
324:
In the 1980s, strategic alliances aimed at building
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1343:
1318:
1316:
1314:
1312:
1274:. Association of Strategic Alliance Professionals.
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Partner unable or unwilling to supply key resources
1399:. University of Surrey, Guildford, UK : s.n.
1397:Strategic Alliances & Models of Collaboration
1018:Establish and Communicate the selection process
998:Establish preliminary requirements and measures
268:Further kinds of strategic alliances include:
174:many result in integration through acquisition.
1571:"Orchestrating Partnerships Across Enterprise"
1001:Gather internal and external benchmarking data
819:Activities outside scope of original agreement
677:Disadvantages of strategic alliances include:
1680:Nicholls, Alex; Huybrechts, Benjamin (2016).
1445:Developing Strategic Alliances, First Edition
791:Measuring the effectiveness of the Alliance.
312:Historical development of strategic alliances
8:
1820:(3rd ed.). ASAP. 2013. pp. 63â64.
23:. For relationship between enterprises, see
889:. Unsourced material may be challenged and
525:. Unsourced material may be challenged and
375:. Unsourced material may be challenged and
214:Some types of strategic alliances include:
810:Partner experiences financial difficulties
193:innovation or new product or process, etc.
1843:Journal of International Business Studies
1015:Create initial list of potential partners
1004:Develop summary of performance objectives
949:Lack of understanding of what is involved
909:Learn how and when to remove this message
639:Further advantages of strategic alliances
545:Learn how and when to remove this message
395:Learn how and when to remove this message
2008:Paper explaining multilateral alliances.
1969:(3rd ed.). ASAP. pp. 115â131.
1877:The ASAP Handbook of Alliance Management
1603:Strategic alliances and joint ventures.
773:Ability to meet performance expectations
1295:
843:Partner takes advantage of its position
1796:(3 ed.). ASAP. 2013. p. 35.
1551:
1540:
2006:Example of complex alliance structure
1519:Raue, J.S. & Wieland, A. (2015),
1182:PekĂĄr, Peter, and Marc S. Margulis. "
108:(access to knowledge and expertise),
16:Agreement between two or more parties
7:
1084:Organizational structure and support
1081:Governance, integration, and control
887:adding citations to reliable sources
782:Commitment to long term relationship
523:adding citations to reliable sources
373:adding citations to reliable sources
179:Definitions excluding joint ventures
160:Definitions including joint ventures
85:is an agreement between two or more
1794:The Handbook of Alliance Management
1664:http://www.wirtschaftslexikon24.com
1644:"Keeping Score on Alliance Metrics"
1072:Alliance structuring and governance
995:Outline tentative performance goals
931:Poor operating/planning integration
123:Strategic alliances can develop in
112:, shared expenses and shared risk.
1184:Equity alliances take centre stage
981:Life cycle of a strategic alliance
834:Partner product or service failure
471:Access to new markets+technologies
14:
1366:http://www.businessdictionary.com
1217:. Harvard Business Review Press.
1213:Gomes-Casseres, Benjamin (2015).
1012:Develop the ideal partner profile
972:Importance of strategic alliances
1993:
1768:Journal of Operations Management
859:
495:
468:Add strengths, reduce weaknesses
411:
345:
34:
1818:Handbook of Alliance Management
1745:10.1016/j.indmarman.2016.02.008
1733:Industrial Marketing Management
1569:Hanson, Cynthia (August 2015).
1130:: Many equity alliances end by
1642:Burke, Michael (August 2011).
1395:Emanuela Todeva, David Knoke.
1177:Journal of Business Venturing.
755:Creation of trust and goodwill
426:format but may read better as
49:format but may read better as
1:
1855:10.1057/palgrave.jibs.8490291
928:Inappropriate company culture
840:Partner's quality performance
1940:Strategic Management Journal
1533:Bloomfield, P.; Spooner, K.
1170:Strategic Management Journal
465:Acquisition of new customers
337:Goals of strategic alliances
1651:Strategic Alliance Magazine
1578:Strategic Alliance Magazine
1488:http://education-portal.com
1426:Strategic Alliance Magazine
1411:Strategic Alliance Magazine
1251:De Man, Ard-Pieter (2013).
1194:Echavarria, Martin (2015).
943:Not enough preparation time
828:Loss of operational control
788:Alliance management skills
2045:
1686:Journal of Business Ethics
937:Rigidity/poor adaptability
147:Definitions and discussion
18:
1780:10.1016/j.jom.2010.09.001
1698:10.1007/s10551-014-2495-y
1350:http://tbmdb.blogspot.de/
1150:Gower Publishing Limited.
1087:Win-win business analysis
958:Underestimated complexity
768:Further important factors
1630:London Borough of Barnet
1324:http://brianmcgovern.com
1188:Business Strategy Review
1132:mergers and acquisitions
952:Unrealistic expectations
618:Access to target markets
574:Opportunities for growth
482:Advantages/disadvantages
291:Industry standard groups
137:mergers and acquisitions
1232:Schneier, Ezra (2016).
632:regulatory requirements
435:converting this article
252:development agreements.
110:economic specialization
58:converting this article
1198:. LID Publishing Inc.
1122:Exclusive continuation
986:Analysis and selection
816:Inefficient management
1590:IĹĄoraitÄ, Margarita.
1172:29.5 (2008): 545-556.
1116:Premature termination
1056:Contract negotiations
1027:Conduct due diligence
779:Partner compatibility
688:Creating a competitor
25:Strategic partnership
2002:at Wikimedia Commons
1614:http://www.genios.de
1352:. 29. August 2009.
1044:Strategy development
883:improve this section
825:Loss of competencies
761:Intense relationship
708:Foreign confiscation
519:improve this section
369:improve this section
2027:Strategic alliances
2000:Strategic alliances
1190:14.2 (2003): 50-62.
1128:Takeover of partner
822:Information leakage
612:Access to resources
586:Managing complexity
459:All-in-one solution
304:Affiliate marketing
106:technology transfer
21:Business partnering
1382:2014-08-01 at the
1371:2019-10-28 at the
1333:2015-05-06 at the
1050:Partner assessment
1030:Make the selection
1024:Conduct interviews
934:Strategic weakness
793:Balanced Scorecard
625:Economies of scale
437:, if appropriate.
326:economies of scale
92:The alliance is a
83:strategic alliance
60:, if appropriate.
1998:Media related to
1976:978-0-9882248-1-0
1936:Reuer, Jeffrey J.
1914:978-3-8349-3131-3
1886:978-0-9882248-1-0
1827:978-0-9882248-1-0
1803:978-0-9882248-1-0
1612:Dengl, Michaela.
1322:McGovern, Brian.
1281:978-0-9882248-1-0
1262:978-1-118-48639-9
1243:978-1-365-22466-9
1236:. Ezra Schneier.
1157:978-0-566-08779-0
919:
918:
911:
743:Limited alliances
695:Opportunity costs
555:
554:
547:
456:
455:
405:
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100:which aims for a
79:
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1166:Sven A. Haugland
1090:Legal agreements
1021:Check references
914:
907:
903:
900:
894:
863:
855:
737:No time pressure
702:Uneven alliances
568:Shared knowledge
550:
543:
539:
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491:
451:
448:
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433:You can help by
415:
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245:Monitor Deloitte
74:
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1384:Wayback Machine
1373:Wayback Machine
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1335:Wayback Machine
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1255:. Wiley Press.
1250:
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1143:Further reading
1097:
1095:End/development
1074:
1065:
1037:
988:
983:
974:
915:
904:
898:
895:
880:
864:
853:
851:Common mistakes
831:Partner lock-in
803:
770:
749:Good connection
723:
721:Success factors
675:
650:Diversification
641:
580:Speed to market
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1988:External links
1986:
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1946:(3): 313â330.
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868:This section
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673:Disadvantages
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504:This section
502:
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467:
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441:is available.
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420:This article
418:
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131:benefits and
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98:collaboration
95:
90:
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64:is available.
63:
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43:This article
41:
32:
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1960:
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1939:
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1849:(1): 41â62.
1846:
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1788:
1771:
1767:
1761:
1736:
1732:
1722:
1689:
1685:
1675:
1659:
1653:(Q3): 19â21.
1650:
1637:
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1608:
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1591:
1586:
1580:(Q3): 16â20.
1577:
1564:
1528:
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1482:
1444:
1434:
1428:(Q3): 37â41.
1425:
1419:
1413:(Q3): 22â25.
1410:
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1007:
989:
975:
920:
905:
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881:Please help
869:
846:
813:Hidden costs
804:
760:
754:
748:
742:
736:
730:
724:
707:
701:
693:
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541:
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517:Please help
505:
444:
439:Editing help
421:
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382:
367:Please help
355:
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62:Editing help
44:
1440:Rigsbee, Ed
1104:Natural end
796:completely.
776:Clear goals
562:Shared risk
477:Shared risk
462:Flexibility
297:Outsourcing
279:Franchising
198:Terminology
171:outsourcing
125:outsourcing
94:cooperation
2016:Categories
1552:|url=
1290:References
1136:put option
600:innovation
592:Innovation
487:Advantages
133:innovation
1863:168162760
1753:0019-8501
1706:0167-4544
1616:. 2011.
1490:. 2014.
1326:. 2014.
1253:Alliances
1110:Extension
1063:Operation
1035:Formation
899:June 2014
870:does not
785:Alignment
535:June 2014
506:does not
447:July 2024
385:July 2024
356:does not
285:Licensing
227:know-how.
189:distinct.
70:July 2024
1908:, 2012.
1714:55239140
1543:cite web
1442:(2000).
1380:Archived
1369:Archived
1331:Archived
1179:1991, 6.
596:contract
260:markets.
256:company.
210:Typology
1739:: 5â9.
1554:value (
891:removed
876:sources
682:Sharing
527:removed
512:sources
377:removed
362:sources
273:Cartels
129:win-win
102:synergy
87:parties
1973:
1912:
1883:
1861:
1824:
1800:
1751:
1712:
1704:
1550:Check
1537:. Pwc.
1452:
1278:
1259:
1240:
1221:
1202:
1164:, and
1155:
422:is in
118:assets
45:is in
1859:S2CID
1710:S2CID
1647:(PDF)
1574:(PDF)
801:Risks
606:Costs
428:prose
51:prose
1971:ISBN
1910:ISBN
1881:ISBN
1822:ISBN
1798:ISBN
1749:ISSN
1702:ISSN
1556:help
1450:ISBN
1276:ISBN
1257:ISBN
1238:ISBN
1219:ISBN
1200:ISBN
1153:ISBN
874:any
872:cite
510:any
508:cite
424:list
360:any
358:cite
47:list
1948:doi
1851:doi
1776:doi
1741:doi
1694:doi
1690:135
1666:.
1375:.
1186:."
885:by
521:by
371:by
96:or
2018::
1944:28
1942:.
1895:^
1857:.
1847:22
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1770:.
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1541:{{
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