Can scenarios like this be avoided? The answer is an emphatic yes. Here are four steps that can lead to high performance results in many types of alliances, whether structured in bulk or developed as highly engaged joint ventures. It should also be kept in mind that strategic partnerships can also reduce risk. This means, for example, that if you choose a strategic manufacturing partner that manages a plant and insures its employees, you will be dispossessed of responsibility for operating a similar facility. Strategic alliances may be anger, but look before you jump. Get the input of your accountant and lawyer to make sure the Alliance doesn`t inhibit you, like poorly seated designer shoes. This phase focuses on establishing a legal and organizational framework for the strategic alliance relationship, agreeing and completing operational plans, the need for key leadership, and creating a risk and reward formula that will encourage both parties to succeed in their relationship. This phase ends with the signing of the contract.  Among the steps, one can mention: Cost reduction can also be a basic objective of the alliance, especially among supply-side partners. Through joint investments in new processes, technologies and standards, alliance partners can achieve substantial savings on internal functioning. But again, a cost-efficient alliance is not really strategic, unless it has a fundamental business objective, such as “a leading cost structure for the sector.” Strategic alliance organizations are under increasing pressure. Because critical staff are overburdened and financial resources are scarce, strategic alliance organizations need to allocate their resources as efficiently as possible so that truly strategic alliances can support and accelerate the company`s strategy.
The five strategic criteria outlined in this article are key determinants of the strategic value of an alliance. The use of these criteria to identify real strategic alliances in the portfolio today and as a guide for the development of future strategic alliances are the first steps towards improving the impact of an alliance organization. The management principles outlined above are the next steps to improve the effectiveness of the strategic alliances themselves. An in-depth review of each of the five strategic criteria provides an overview of how to harness the strategic value of alliances. 1. Why are you doing this? What do you hope to do with it? Entering a wider customer through a wider range of products or services? Access to a new market? How do you know that your alliance partner can get noticed with “the merchandise”? Don`t just rely on his right to look: ask for references. A strategic alliance (see also the strategic partnership) is an agreement between two or more parties to pursue a number of agreed objectives that are needed, while remaining independent organizations. Another possibility, as an alliance can be strategic, is to play a key role in developing or protecting a company`s competitive advantage or core competency. Learning alliances are the most common form of competitive/strategic alliances. The need for an organization to develop incremental skills in an important area is often accelerated with the help of an experienced partner.
In some cases, the goal of learning about the relationship between partners is openly accepted; But that`s not always the case. Learning alliances work best if: 4. Creates or cultivates strategic choices for the company. Once you have found a strategic partner with whom you can work, you must develop and sign a strategic partnership proposal or agreement with them. This type of document can be relatively simple, to extremely complex, depending on the scope of the partnership, the terms of the agreement and the scope of the companies involved. Regular meetings