Strategic-alliance

There has been the deluge of books and articles on Japanese keiretsu. But this book published a decade ago (1992) is still one of the best. There are so many good enough accounts on the vertical keiretsu appeared in the Toyota¡¯s value chain. But not so, when it comes to the horizontal keiretzu. There is no shortage of materials but most of them are no more than anecdotal case studies or, at best, cursory impressions. I can¡¯t capture why they form such a long-term ties based on what interest at all, for example. The advantage of vertical keiretsu is obvious and well described. But what is the economic foundation of horizontal keiretsu? Is it mere social club of economic elites? Nobody could think so. The network structure (or network form) of horizontal keiretsu is well documented, such as main bank, cross shareholding, sacho-kai, and the preferential trading. But those are merely links forming the network. The network is more than the sum of links. It¡¯s the linkage of links and it has contents. Links reproduce itself for something flows between nodes. This book plugs the gap systematic explanation of horizontal keiretsu with network analysis. In doing so, the author mobilizes not only qualitative data from interviews and business history but also extensive quantitative data to generalize his remarks to level of the population of the Japanese businesses. The author begins with describing the network structure of keiretsu from chapter 3 to 4. Then the remaining chapters deal with how the network formed and how it operates in real business environment. Namely, those chapters deal with the contents of network. Now you might retort ¡®what¡¯s the difference from other materials? This book would supply better and well-organized illustration of keiretsu. But aren¡¯t those features common in other works?¡¯
Maybe. But the most inspiring piece lies in the use of image. Keiretsu is the interfirm network and it¡¯s not unique on Japan but the ubiquitous phenomenon all over the world. Usually, they use the image of coalition, as it has developed in the game theory. The interfirm network, however more stable it is than arm¡¯s length trading, is usually depicted with the image of coalition. The coalition, particularly in the form of game theory, is relatively fluid relationship. The coalition comes and goes according to the logic of strategic self-interest. This is the reality of business such as strategic alliance. Yesterday¡¯s foe could be today¡¯s friend. For example, Apple shook hands with IBM to make PowerPC. But such an image doesn¡¯t fit into the long-term relationship of horizontal keiretsu over more than a generation. Affiliation in a keiretsu group is considered as permanent one. Instead, Gerlach uses the metaphor of alliance to illustrate the features of Japanese keiretsu. The image of alliance comes from anthropological fieldworks. It suggests long-term social relationship that links kinship groups over generations. The self-interest is also the driving-force in the kinship alliance. Kinship groups establish the long-term ties with other kinship groups through swapping women. Through this tie, they exchange resources like calling on in times of need or for protection of one¡¯s own group. Those are valuable resources in primitive societies, with no doubt, and this relationship is long-term by nature. But in such a relationship, self-interest is tempered by the central role played by group history.
Horizontal keiretsu emerged from the self-interest of member firms to stabilize the flow of resources. So at the center of group have lain the bank and sogo shosha. During the early postwar period, the capital and raw materials were scarce and most needed resources to be secured, and that, affiliation in the group opens doors to trade with other group members, and with the trading partners those firms have. But once the network is put into action, it takes the life of its own: It was instutionalized in the routine of business. Just as firms seek to position themselves advantageously in their industry and in the broader business community, so too do groups as a whole. Keiretsu network, for instance, expands itself with new memberships. Most of expansion has involved the firms that compete against firms in other keiretsu. Keiretsu compete against keiretsu for positioning in the business community. By expanding to include group-level representation in a broad variety of fields, the group simultaneously preempts market opportunities, enhances its prestige in the larger business community, and diversifies risk across a spectrum of industries. The power and prestige of the group make the individual member firm more appealing to prospective business partners and improves its status in the larger business community. The fortunes of group and companies are in this way intertwined. In other words, affiliation in group translates into marrying with the group. The individual firms act as if they are the members of the clan. This kind of interfirm network could be facilitated for the unique Japanese business history. 3 out of outstanding 6 (now 4) groups are ex-zaibatsu (industrial group). And some influences in early postwar period are crucial in forming the keiretsu.
But this is the problem of this book: no convincing explanation about why such alliance is found only in Japan? This book offers good enough description of the phenomenon. I can¡¯t help asking ¡®Is this enough explanation?¡¯ Unfortunately I don¡¯t think so. If you have this kind of question, I recommend, Ulrike Schaede¡¯s ¡®Cooperative Capitalism¡¯. This book has a very long-term standpoint from Tokugawa period to the present. This book is not about keiretsu. But you could understand the institutional background of Japanese business.

This is the most insightful book I have ever seen on the subject of Japanese business. The author clearly knows his subject

Read this book if you wish to know how collaboration based partnership concepts like CPFR, ECR, CCRM etc will rule management approaches. This is the way forward....

Great Book, great value. It really seems Harvard is catching up with Wharton, Kellog and other marketing champions in the academic area. This book is outstanding; it links theory and business life nicely - the case studies do their work...You can read about the newest developments in the CRM field (mass customization, collaborative customer relationship management and category management, VMI and CPFR) and you understand how to boost your business. Just do the things the other companies displayed in the book did...

I really recommend this book!

One of the above "reviews" was accidently listed as a review and has given the book zero stars when in fact it is comments from the author. The book was fantastic.

I am in the process of establishing partnerships with our firm's suppliers and subcontractors so that we may improve the service that we provide to our customers. The first step in the process is to be sure that our suppliers and subcontractors understand the concept of partnering for a win-win agreement. "Getting Partnering Right" is by far the best explanation of what I am trying to accomplish that I have read.After an initial meeting, I ask our potential partner to read the book and to call me when he has read it.Without exception, all have stated that "Now I get it". In a follow-up interview it is very easy to tell if they really do "get it". So far I have purchsed 28 copies for distribution to potential partners and to some our own employees. In addition,some of our partners have purchased more copies for distribution within their own companies. Maybe this one should be rated 6 stars!!

Complex topics such as partnerships tend to be covered in a very fragmented manner. Partners.com does not have this problem. Cunningham ably deals with the people, process, technology and market issues that forge partnerships, but also how to manage, measure and change them. Rarely are these areas covered in sufficient detail, but here there is a roadmap with milestones and strategies that are working in the marketplace. Partners.com does for partnerships what Patti Seybold's Customers.com did for customer relationships. A classic!

This book is a prize! For those that are looking for the details behind partnerships the information here is not only relevant, but very comprehensive. The mixture of technology, strategy and culture required to pull of good partnerships is difficult for organizations trying to make it happen. Cunningham provides not only a great roadmap, but illustrated with real world examples of what has and has not worked. Do not be fooled by the .com in the title, this book is targeted at all businesses. I particularly liked the sections on self-service Partnerships and the "most important partners, your staff". A practical piece with great strategic insight. Organizations will be able to use this to hone their competitiveness, internal and external consultants will buy to emulate all that has been learned on this topic.

Ed Rigsbee's new book about partnering, and his emphasis on profiting from the partnering trend, is cutting-edge stuff. It's right on the mark, well written, and very practical. I particularly like his chapter on partnering with the competition. He's the guru on this topic.

"Partnering" is where two or more dissimilar business entities promote the others for their own good. This book explains partnering, helps you identify the best partners, warns of partnering pitfalls, and coaches you in establishing profitable relationships.

In addition to partnering with other companies, the book describes partnering with your suppliers, customers and even your employees. It is full of examples and guidelines. For coverage, click on Table of Contents in the left-hand column of this page.

Ed Rigsbee is a gifted writer, successful marketer and electrifying professional speaker.

As a publisher, author of 113 books (including revisions and foreign-language editions) and over 500 magazine articles and a consultant to the publishing industry, I recommend this book to publishers, the self-employed and business owners. It will expand you thinking about marketing. DanPoynter@ParaPublishing.com.

I first heard about the power of creating business alliances from master business consultant Jay Abraham. This concept isn't new. Just look around and you'll notice hundreds of business alliances. However, the value of SmartMatch Alliances is in the detail of how to put alliances together.
The first thing many of us don't realize is whether we are ready to work with another company (and whether they are ready to work with us.) The straightforward checklists provided help us answer this crucial first question. Once we deem ourselves ready, then we can start looking at what specific offers of value we might propose to the multitude of potential partners out there. The authors give us clear ideas for what offers to consider and what types of companies that might benefit from an alliance with our companies. Anyone struggling to get more business will gain a lot from this book.

SmartMatch Alliances offers a win-win approach to
growing your business. The strategy involves teaming
with a non-competitive partner who is offering
products or services to the same clients, customers,
and prospects you want to attract.

Judy and Ernest provide an eight-step strategy for
implementing this approach. They provide the tools
and direction for in-depth analysis in choosing
alliance partners that strategically offer you the
greatest opportunities. They also emphasize the
importance of identifying alliances where each partner
gains equally from the relationship.

The book has worksheets and checklists for working
through the process. There is also a companion
Alliance Journal to further assist you. This book
enables you to identify and target your audience with
precision. Using the approach outlined in the book
results in accelerated business growth and efficient
use of resources.

There are so many literatures about strategic alliance for practitioner and academics. But few book are really useful for us. My message is just BUY IT. This is nothing but Great! You know what? This research was completed in 1995 and 5year has passed ...then still shining and definitely the mile stone of strategic alliance and cooperative strategy field, I believe. They begin with defining the notion of new types of alliances form 90s and make it clear how drastically the competitive situation changed and what the source of competitive advantage is. That's the entrepreneurial role of top managemant and alliance manager. Competitive advantage of alliancing corporation doesn't come from poor analysis of resources, invisible assets or core competence. The point is relationship between partners. And the greatest point of this book is not only pointing out the importance of "relationship management" of alliance but also ...wow that's enough.. Just BUY IT!

This is the best book I know of for understanding how to create and manage a successful strategic alliance.
There is so much redundant business literature out there on this subject that it is such a relief to finally have one good source.
The great thing about this book was that it forced me to think about how competitive strategy and analysis should be the driver of any well conceived strategic alliance.
I cannot think of another book that has so skillfully integrated these two highly related disciplines in such a practical way.

If anyone knows of anyother books or articles that these authors have written on this subject can you please let me know via email?

Networking may seem like an obvious way to tell people about your business, but this book is full of wonderful details that help you build your business by cross-promoting and working with other entrepreneurs.

In their usual personal style, the authors define the various strategies for business arrangements, allowing you to choose the ones that are right for you.

You will learn the 10 effective ways of teaming up with others, how to find the right people to network with, business aspects of joint relationships, continuing the working relationship, and when to move on or stay on your chosen collaborative path.

A definite primer for networking, I recommend that any business owner, especially those in home business, learn the principles covered in Teaming Up.

The choice is no longer should you go into business for yourself but when. Eventually we will all be self employed. Current employment trends, as spelled out by Jeremy Rifkin in "The End of Work," show that within the next decade over 90 million of today's 124 million jobs are in danger of elimination due to technology. Countless articles have been written about developing your resume while you're still employed and how to act as if you are self-employed even while working for a corporation. Today, more than at any other time in our history, we are being faced with the probability of losing our job and having to find another or becoming self-employed. The strategies, techniques, self-tests, and advice contained in Teaming Up are absolutely essential for everyone who plans to continue working into the future. It is a must read for all of our members. Chris Hansen, President, The Home Based Business Council, Inc.

Here is the basic concept of "Teamnet": the word "team" implies a group which is small, in the same place, and tightly coordinated; the word "network" implies connectivity which tends to be large, spread out, and loosely linked. "Teamnet" brings the best of both together. Lipnack and Stamps organize their excellent material within two Sections and then provide an Afterword ("The Risk of Democracy: Teamnets as the Hope for the 21st Century") and a Reference Section ("Transforming Bureaucracies and Systems"). The authors assert that teamnets create the "great competitive advantage of boundary crossing" and I agree. They identify "Five Teamnet Principles" (unifying purpose, independent members, voluntary links, multiple leaders, and interactive levels), explaining precisely how these principles shape and inform teamnetting initiatives. What I found especially interesting and informative are their analyses of various organizations which have created and sustained successful teamnets.

I want to stress two points when highly recommending this book. First, it was valuable in 1993 when first published but is even more valuable now because of all of the opportunities which the WWW continues to create. Eventually all organizations will be directly or indirectly involved in globalization, for example. The "Five Teamnet Principles" will continue to create almost unlimited potential applications. Also, with all due respect to major international corporations such as those the authors examine, I think their observations and suggestions will be of even greater value to small-to-midsize organizations in which teamwork and connectivity are not only desirable but indeed imperative.

On se demande souvent pourquoi certains projets ou phases de projet atteignent une efficience magique, pourquoi des equipes se démarquent alors que d'autres pietinent. Ce que Lipnack et Stamps font dans leur livre, c'est de nous expliquer les facteurs qui declenchent cette magie, cette chimie qu'ils appellent le TeamNet Factor, et comment l'implanter dans les organisations. C'est bien fait, et ce qui est super, c'est que je peux maintenant creer cette chimie autour de moi.

L'environnement d'affaires des organisations devient de plus en plus instable et complexe. Une organisation qui a une structure flexible transforme les éventualités en opportunités. Ce livre présente un modèle de structure flexible basé sur les réseaux d'équipes. Ces réseaux d'équipes traversent les frontières internes et externes des organisations, font l'équilibre entre la coopération et la compétition, et permettent aux organisations d'obtenir le maximum d'un capital humain qui a souvent été malmené. Les auteurs font le pont entre l'organisation traditionnelle et l'organisation flexible, permettant une transition relativement simple. C'est du bonbon.