Determining Type and Structure
of Strategic Alliances:
This chapter discusses the impact that factors discussed in the preceding chapters (strategic fit, negotiating and partner selection factors), as well as other situation factors, can have on determining the type and structure of a strategic alliance.
Strategic alliance types, which were identified in Chapter 1, are outlined in Figure 4.1. Many examples of these alliance types have been discussed in earlier chapters. For example, REFRAC Technology Development's alliances involved continuing licenses of its technology, while Microsoft entered into a vast number of distribution alliances with small overseas independent software distributors. Gillette, Daewoo, Coca-Cola and Mitsubishi all made equity investments in multinational joint ventures.
A wide range of alliance types have been used in the automobile industry, as shown in Figure 1.5 on pp. 20–27. These include equity investments, multi-partner joint ventures, and non-equity contractual and cooperative arrangements in such areas as marketing and distribution, technology, vending/purchasing and manufacturing/ assembly. Since auto industry alliances, like other alliances, are often among competitors or potential competitors, they can be complex and require considerable effort to formulate.