Strategic alliance which is usually called coalition is a key option in global strategy. These alliances are long run
agreements between one or several enterprises and are usually found in sectors such as semi-conductors, aircraft
engines, pharmacy. International alliances rally enterprises involved in the same industry, but based in different
countries; they are a way for those enterprises to get involved in global competition. The different
partners, then, allocate at a worldwide scale, the different activities of the value chain. This kind of strategy is interesting
since it has been allowing the firm to make economies of scales which are realised when the firms put
their marketing forces, their means of production,... in common. The alliance is also a means to divide the risks
(especially financial risks): the R&D expenses are more and more important and represent great financial risk
for a sole firm. However, those strategies may be costly. Some difficulties arise in the co-ordination with the
partners who may have different or even contradictory targets. Those problems are going to prevent the enterprises
to fully enjoy the advantages of a global strategy. Thus strategy of alliance appear to be a temporary solution,
a way to reduce uncertainty. Moreover, the most successful alliances seem to be those that are the most
specialised, that is, that respond to the will of having access to certain national markets or certain technologies.
Then, the alliances are a tool providing the extension or the consolidation of a competitive advantage, but rarely
the means to create one.
Strategic alliance which is usually called coalition is a key option in global strategy. These alliances are long run
agreements between one or several enterprises and are usually found in sectors such as semi-conductors, aircraft
engines, pharmacy. International alliances rally enterprises involved in the same industry, but based in different
countries; they are a way for those enterprises to get involved in global competition. The different
partners, then, allocate at a worldwide scale, the different activities of the value chain. This kind of strategy is interesting
since it has been allowing the firm to make economies of scales which are realised when the firms put
their marketing forces, their means of production,... in common. The alliance is also a means to divide the risks
(especially financial risks): the R&D expenses are more and more important and represent great financial risk
for a sole firm. However, those strategies may be costly. Some difficulties arise in the co-ordination with the
partners who may have different or even contradictory targets. Those problems are going to prevent the enterprises
to fully enjoy the advantages of a global strategy. Thus strategy of alliance appear to be a temporary solution,
a way to reduce uncertainty. Moreover, the most successful alliances seem to be those that are the most
specialised, that is, that respond to the will of having access to certain national markets or certain technologies.
Then, the alliances are a tool providing the extension or the consolidation of a competitive advantage, but rarely
the means to create one.
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