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COOPERATIVES
STRATEGIC
COOPERATIVE
AGREEMENTS
FRANCHISING
SUBCONTRACTOR
NETWORKS
CARTELS
LICENSING
Goals
of
a
Strategic
Alliance:
All-in-one
solution
Flexibility
Acquisition
of
new
customers
Add
strengths,
reduce
weaknesses
Access
to
new
markets
technologies
Common
sources
Shared
risk
Life
Cycle
of
a
Strategic
Alliance:
Formation
Operation
End
/
Development
Formation:
Strategy
Development:
In
this
stage
the
possibility
of
a
Strategic
Alliance
is
examined
with
respect
to
objectives,
major
issues,
resource
strategies
for
production,
technology
and
people.
It
is
necessary
that
objectives
of
the
company
and
of
the
alliance
are
compatible.
Partner
Assessment:
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
partners
management
style.
Contract
Negotiations:
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
partners
role
in
the
alliance
like
contribution
and
reward,
penalties
and
retaining
companies
interests.
End
/
Development
Natural
End:
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.
Extension:
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.
Premature
Termination:
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.
Exclusive
Continuation:
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.
Takeover
of
Partner:
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.