Literaturnachweis - Detailanzeige
| Autor/in | Raffield, Barney T., III |
|---|---|
| Titel | How To Make International Strategic Alliances Work: One More Business Lesson from the Japanese. |
| Quelle | (1994), (9 Seiten)
PDF als Volltext kostenfreie Datei |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| Schlagwörter | Stellungnahme; Business Administration; Cooperation; Electronics Industry; Global Approach; International Trade; Marketing; Models; Teamwork; Technology; Japan |
| Abstract | International strategic alliances are established by two or more companies as synergistic relationships to achieve a common goal where both parties benefit. The evolving global market has focused renewed interest on these alliances as an important tool in penetrating new markets. No country has achieved as much success as Japan in forging such alliances throughout the world. Japanese companies provide many companies in the European Community with necessary marketing, design, and production expertise, rather than with pure capital. Examples include the British automobile company Rover and a large computer company, ICL. The worldwide electronics industry has especially been involved in such alliances, as manufacturers realize that they will have to form partnerships both to tame chaotic markets and to share the increasing cost and complexity of product development. Toshiba, for example, has utilized partnerships, technology licensing agreements, and ambitious joint ventures to strengthen its own capabilities in manufacturing and in developing innovative technological breakthroughs. Toshiba constructs its alliances so that the roles and rights of each partner are clearly identified from the outset. Japanese companies are truly in the forefront in crafting cost-efficient, highly effective, harmonious international strategic alliances, and serve as a model for business concerns in other countries. (JDD) |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
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