Your browser does not support JavaScript!
http://iet.metastore.ingenta.com
1887

Alliances

Alliances

For access to this article, please select a purchase option:

Buy chapter PDF
£10.00
(plus tax if applicable)
Buy Knowledge Pack
10 chapters for £75.00
(plus taxes if applicable)

IET members benefit from discounts to all IET publications and free access to E&T Magazine. If you are an IET member, log in to your account and the discounts will automatically be applied.

Learn more about IET membership 

Recommend Title Publication to library

You must fill out fields marked with: *

Librarian details
Name:*
Email:*
Your details
Name:*
Email:*
Department:*
Why are you recommending this title?
Select reason:
 
 
 
 
 
Designing Businesses: how to develop and lead a high technology company — Recommend this title to your library

Thank you

Your recommendation has been sent to your librarian.

Alliances come in several forms, and include arrangements such as distributorship agreements, technology sharing and licence arrangements, joint ventures and shared buying groups. The objectives of parties in entering into an alliance are furtherance of their individual objectives, and alliances may continue to exist only for as long as they continue to bring benefit. Alliances may be tactical in nature, as when two companies come together to form a consortium to bid for a large project, or they may be strategic, designed to be in place for a longer, perhaps indeterminate, timescale. Small companies can be motivated to enter into alliances with larger companies to exploit the distribution channels offered by the larger partner, and larger companies may seek to draw smaller companies into alliances to gain access to unique technology or other strengths. Alliances may be formed for market development purposes or for defensive purposes. The company repelling an attack from a newcomer will seek to control potential partners in a wide range of areas, from suppliers to downstream distribution channels, to other potential partners offering complementary services. Understanding the true motivation behind those seeking alliances is thus important.

Inspec keywords: international collaboration; legislation; organisational aspects; technology management; market opportunities

Other keywords: defensive purposes; unique technology; alliances; consortium; distributorship agreements; joint ventures; shared buying groups; technology sharing; downstream distribution channels; designing businesses; larger company; market development purposes; smaller company; complementary services; licence arrangements; high technology company

Subjects: Organisational aspects

Preview this chapter:
Zoom in
Zoomout

Alliances, Page 1 of 2

| /docserver/preview/fulltext/books/mt/pbmt018e/PBMT018E_ch7-1.gif /docserver/preview/fulltext/books/mt/pbmt018e/PBMT018E_ch7-2.gif

Related content

content/books/10.1049/pbmt018e_ch7
pub_keyword,iet_inspecKeyword,pub_concept
6
6
Loading
This is a required field
Please enter a valid email address