Conclusion: Guidelines for
Developing and Managing
Multinational Strategic Alliances
This book has provided a systematic, disciplined approach to multinational strategic alliance development and management. Many company experiences have been described to introduce readers to a wide range of alliance situations and their different requirements, an approach used by most successful alliance companies studied (Harbison, 1997c).
This chapter and the concluding sections of Chapters 2–6 give best practices guidelines for developing and managing alliances. In addition, Appendix A gives checklists covering important questions to asked when analyzing a specific potential alliance situation. Chapter 7, the concluding sections of Chapters 2–6 and Appendix A provide a quick reference summary of the highlights of this book as they relate to helping managers do the job more effectively. They also provide a basis for helping to develop a rigorous, disciplined approach to building an corporate alliance capability, a step most successful alliance companies take (Kelly, 1997; Pekar and Harbison, 1998).
Like 'rules', these guidelines and checklists are 'made to be broken' where situation requirements dictate different approaches. In addition, each one by itself does not guarantee success. Foote, Cone and Belding (USA), for example, did many things right when developing its advertising agency alliance with Publicis (France). Ultimately it failed, however.
This chapter explores some of the key reasons for alliance failure