How to navigate strategic alliances and joint ventures: a concise guide for managers
Chapter 1. What are strategic alliances? -- Chapter 2. Business case for an alliance -- Chapter 3. Selecting a partner for an alliance -- Chapter 4. Assessing individual and joint values -- Chapter 5. Assessing and managing risks -- Chapter 6. Negotiating the deal -- Chapter 7. Managing the alliance...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York, New York (222 East 46th Street, New York, NY 10017)
Business Expert Press
2020
|
| Ausgabe: | First edition |
| Schriftenreihe: | Strategic management collection
|
| Schlagworte: | |
| Online-Zugang: | FHN01 UBY01 Volltext |
| Zusammenfassung: | Chapter 1. What are strategic alliances? -- Chapter 2. Business case for an alliance -- Chapter 3. Selecting a partner for an alliance -- Chapter 4. Assessing individual and joint values -- Chapter 5. Assessing and managing risks -- Chapter 6. Negotiating the deal -- Chapter 7. Managing the alliance -- Chapter 8. Assessing the alliance -- Chapter 9. Alliance or acquisition -- Chapter 10. Conclusion It is not only the smaller organizations, but also the larger organizations like IBM, GE, and Microsoft that are realizing the importance of collaborations and partnerships to achieve their business objectives. In contrast to a decision to go for an acquisition, a decision to go for a strategic alliance demands a collaborative mindset. Organizations in order to create independent and joint values are entering into strategic alliances with their suppliers, customers, and even their competitors. Every alliance, whether a contractual or an equity alliance or a joint venture, follows a lifecycle. A strategic alliance starts with having a clarity on the business case of the alliance, followed by selection of a partner, negotiating the terms and conditions of the alliance, managing an alliance, and finally, assessing the performance of an alliance. Decisions have to be taken by executives at each stage of the alliance lifecycle. Anticipated revenues and other sources of financial value remain unrealized if inadequate decisions are taken and alliances fail or underperform. This book takes a reader through the different stages of an alliance lifecycle and discusses and debates on the decisions to be taken. The book also demonstrates the various challenges faced by executives in an alliance. The author by sharing various practical incidents tries to connect the readers to the various decisions involved and taken by organizations during an alliance. This book is perfect for managerial executives who are contemplating proposing a strategic alliance for their organizations or are part of an organization juggling various ongoing alliances, alliance managers, and business development professionals. In short, the content of the book should be of interest to anyone for whom alliances are a topic of interest |
| Beschreibung: | Includes bibliographical references (pages 133-139) and index |
| Beschreibung: | 1 Online-Ressource (146 pages) |
| ISBN: | 9781951527297 9781951527280 |
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| 520 | |a It is not only the smaller organizations, but also the larger organizations like IBM, GE, and Microsoft that are realizing the importance of collaborations and partnerships to achieve their business objectives. In contrast to a decision to go for an acquisition, a decision to go for a strategic alliance demands a collaborative mindset. Organizations in order to create independent and joint values are entering into strategic alliances with their suppliers, customers, and even their competitors. Every alliance, whether a contractual or an equity alliance or a joint venture, follows a lifecycle. A strategic alliance starts with having a clarity on the business case of the alliance, followed by selection of a partner, negotiating the terms and conditions of the alliance, managing an alliance, and finally, assessing the performance of an alliance. Decisions have to be taken by executives at each stage of the alliance lifecycle. Anticipated revenues and other sources of financial value remain unrealized if inadequate decisions are taken and alliances fail or underperform. This book takes a reader through the different stages of an alliance lifecycle and discusses and debates on the decisions to be taken. The book also demonstrates the various challenges faced by executives in an alliance. The author by sharing various practical incidents tries to connect the readers to the various decisions involved and taken by organizations during an alliance. This book is perfect for managerial executives who are contemplating proposing a strategic alliance for their organizations or are part of an organization juggling various ongoing alliances, alliance managers, and business development professionals. In short, the content of the book should be of interest to anyone for whom alliances are a topic of interest | ||
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| dewey-tens | 650 - Management and auxiliary services |
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| id | DE-604.BV047177591 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T16:44:55Z |
| indexdate | 2024-07-10T09:04:47Z |
| institution | BVB |
| isbn | 9781951527297 9781951527280 |
| language | English |
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| physical | 1 Online-Ressource (146 pages) |
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| publisher | Business Expert Press |
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| spelling | Dasgupta, Meeta Verfasser aut How to navigate strategic alliances and joint ventures a concise guide for managers Meeta Dasgupta First edition New York, New York (222 East 46th Street, New York, NY 10017) Business Expert Press 2020 1 Online-Ressource (146 pages) txt rdacontent c rdamedia cr rdacarrier Strategic management collection Includes bibliographical references (pages 133-139) and index Chapter 1. What are strategic alliances? -- Chapter 2. Business case for an alliance -- Chapter 3. Selecting a partner for an alliance -- Chapter 4. Assessing individual and joint values -- Chapter 5. Assessing and managing risks -- Chapter 6. Negotiating the deal -- Chapter 7. Managing the alliance -- Chapter 8. Assessing the alliance -- Chapter 9. Alliance or acquisition -- Chapter 10. Conclusion It is not only the smaller organizations, but also the larger organizations like IBM, GE, and Microsoft that are realizing the importance of collaborations and partnerships to achieve their business objectives. In contrast to a decision to go for an acquisition, a decision to go for a strategic alliance demands a collaborative mindset. Organizations in order to create independent and joint values are entering into strategic alliances with their suppliers, customers, and even their competitors. Every alliance, whether a contractual or an equity alliance or a joint venture, follows a lifecycle. A strategic alliance starts with having a clarity on the business case of the alliance, followed by selection of a partner, negotiating the terms and conditions of the alliance, managing an alliance, and finally, assessing the performance of an alliance. Decisions have to be taken by executives at each stage of the alliance lifecycle. Anticipated revenues and other sources of financial value remain unrealized if inadequate decisions are taken and alliances fail or underperform. This book takes a reader through the different stages of an alliance lifecycle and discusses and debates on the decisions to be taken. The book also demonstrates the various challenges faced by executives in an alliance. The author by sharing various practical incidents tries to connect the readers to the various decisions involved and taken by organizations during an alliance. This book is perfect for managerial executives who are contemplating proposing a strategic alliance for their organizations or are part of an organization juggling various ongoing alliances, alliance managers, and business development professionals. In short, the content of the book should be of interest to anyone for whom alliances are a topic of interest Strategic alliances (Business) Joint ventures Strategic planning Partnership Electronic books Erscheint auch als Druck-Ausgabe 9781951527280 https://portal.igpublish.com/iglibrary/search/BEPB0000956.html Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Dasgupta, Meeta How to navigate strategic alliances and joint ventures a concise guide for managers Strategic alliances (Business) Joint ventures Strategic planning Partnership |
| title | How to navigate strategic alliances and joint ventures a concise guide for managers |
| title_auth | How to navigate strategic alliances and joint ventures a concise guide for managers |
| title_exact_search | How to navigate strategic alliances and joint ventures a concise guide for managers |
| title_exact_search_txtP | How to navigate strategic alliances and joint ventures a concise guide for managers |
| title_full | How to navigate strategic alliances and joint ventures a concise guide for managers Meeta Dasgupta |
| title_fullStr | How to navigate strategic alliances and joint ventures a concise guide for managers Meeta Dasgupta |
| title_full_unstemmed | How to navigate strategic alliances and joint ventures a concise guide for managers Meeta Dasgupta |
| title_short | How to navigate strategic alliances and joint ventures |
| title_sort | how to navigate strategic alliances and joint ventures a concise guide for managers |
| title_sub | a concise guide for managers |
| topic | Strategic alliances (Business) Joint ventures Strategic planning Partnership |
| topic_facet | Strategic alliances (Business) Joint ventures Strategic planning Partnership |
| url | https://portal.igpublish.com/iglibrary/search/BEPB0000956.html |
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