Building Strategic Relationships: How to Extend Your Organization's Reach Through Partnerships, Alliances, and Joint Ventures
Wiley, May 29, 1995 - Business & Economics - 272 pages
Few organizations can afford all the specialized expertise and technology they need to respond nimbly to emerging needs, regardless of the type of clients they serve. As market demands grow increasingly complex and resources are strained, strategic alliances and joint ventures are becoming business as usual--not only within business sectors, but between them as well. When these alliances succeed, they open up whole new worlds for the participating partners: new products and services, new markets, access to resources, smarter ways of doing things.
Building Strategic Relationships shows how successful alliances are launched, developed, and concluded--within the corporate world and between corporate entities and government or nonprofit institutions. The authors draw from more than two hundred interviews and seventy-five case studies of varied partnerships--including a customer-supplier alliance between a newspaper publisher and a newsprint supplier, a joint venture between a school district and a major accounting firm, and others--to provide perspective, guidance, and detailed case examples that will help progressive partners achieve their goals in all phases of partnership.
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The Nature of Effective Partnership
Making a Good Match
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agreement alliance Arthur Andersen become benefits BiChip Bob Turnbull CCI's Chaconas clients collaborative competency competition conflict consulting firms contract corporations covenant create culture customers develop employees environment Etec Systems example expand experience expertise flexibility focus formal forming a partnership functions global goals hierarchical ical important industry initial integration interviewed involved issues Jochens John Searles joint venture Kingston Technology Laura leaders leadership learning Lesher and Norpac Lesher Communications Lesher-Norpac major Marilyn and Kathleen member companies ment microbrewery Motorola mutual ners nership newsprint operations organizational organizational culture organizations other's panies participating partnerships of commitment personal computer perspectives Pete Hamm Peter Senge postmodern pragmatism problems prospective partners Reilly relationship responsibility result role shift ship skills specific staff statistical process control strategic structure successful partnerships suppliers TechnoCorp tion trust vision wanted Weyerhaeuser