How to navigate strategic alliances and joint ventures : a concise guide for managers / Meeta Dasgupta.

By:

Dasgupta, Meeta []

Material type: Text

TextSeries: Strategic management collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2020.]Edition: First editionDescription: 1 online resource (146 pages) : illustrationsContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781951527297

Subject(s):

Genre/Form:

Additional physical formats: Print version:: No titleLOC classification:

HD69.S8

Online resources:

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Contents:

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.

Abstract: 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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Holdings
Item type	Current library	Collection	Call number	URL	Status	Date due	Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library ONLINE		HD69.S8 (Browse shelf(Opens below))	Link to resource	Available		BEP9781951527297
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library	Non-fiction	HD69.S8 (Browse shelf(Opens below))	Link to resource	Available		9781951527297

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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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