Managing Global Alliances: Key Steps for Successful Collaboration
Addison-Wesley Publishing Company, 1995 - Business & Economics - 220 pages
Successful companies no longer assume they alone are capable of developing, manufacturing and marketing the products their business require. Increasingly, firms seek partnerships to stay ahead of the competition or even to survive in today's global economy. Global markets may soon be dominated by extended corporate families with multiple links and partners.
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The range of alliance structures
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50-50 joint venture According agreements alliance managers analyse areas AT&T auto beneﬁts capabilities CFM International challenges chip Chrysler collaboration commitment company’s competitive alliances competitors conﬂicts continues continued cooperation Corning corporate costs cultural Diamond Star Motors difﬁcult director division Drenkow employees engineers entity equipment equity stake executives FANUC ﬁnal ﬁnancial ﬁnd ﬁrms ﬁrst ﬂexible ﬂow Ford Ford’s Fuji Xerox Fujitsu functional Gardner Hermosillo Himont industry instance issues Italtel Japan Japanese ﬁrms jointly know-how licensing manufacturing Mazda Mexican million Mitsubishi Mitsubishi Heavy Industries Mitsubishi Motors MNCs Montedison Naruto negotiations Nippon Sheet Glass offered ofﬁce operations pact partnership plant potential partner Power PC problems product development proﬁt programme relationship responsibility senior management Siemens signiﬁcant Snecma speciﬁc strategy structure success supplier telecommunications Toshiba transfer vehicle venture’s Vitro Westinghouse Xerox and Xerox