Includes bibliographical references (p. 166-169) and index.
|LC Classifications||JQ3092 .I56 2006|
|The Physical Object|
|Pagination||xvi, 191 p. ;|
|Number of Pages||191|
|LC Control Number||2007325712|
This book provides the practical guidance needed to make alliances work. In The Strongest Link, strategic alliance experts Slowinski and Sagal draw on over 40 years of experience working with companies to form strong, profitable collaborations, including AT&T, NEC, Battelle, Eli Lilly, and Procter & Gamble. Packed with stories of these and Cited by: 6. The article presents analysis of the definition of strategic alliances, the analysis of alliance and the research of a strategic alliance concept; furthermore, it focuses on the contingent. You would start a strategic alliance when you are unable to achieve results on your own, or when the strategic alliance will dramatically improve the time to results. A strategic alliance is a positive relationship between two companies that increase revenue, . Short running title: International Strategic Alliance Dynamics Key words: Strategic alliances, inter-organisational relations, formation, implementation, evolution, outcomes Abstract Purpose of this paper The purpose of this paper is to engage in a comprehensive review of the research on strategic alliances in the last decade.
Customer Reviews on Amazon. Best Book on The Subject, August 7, Reviewer: A 1-year old reader from San Francisco, CA USA I have been following Harbison's and Pekar's work for over a decade. I have also attended their annual alliance conference in NYC sponsored by the conference board. Strategic alliance is an agreement between two or more firms or companies reaching on the objective of common interest. Strategic alliance is a trading partnership that enhances the effectiveness of the competitive strategies of the participating firms by providing for the mutually beneficial trade of technologies, skill, or products based upon. The rationale for a strategic alliance needs to be firmly in a clear strategic understanding of a company’s current capabilities and those it will need to be successful in the future. First of all, managers need to establish the strategic goals of their company’s and then evaluate their resources and capabilities to see if they are capable. Cyril is the 5th generation President of the successful Cognac house, Camus, ‘La Grande Marque’, founded by his great-great-Grandfather, Jean Baptiste Camus in There were a few main.