In recent months, I have formed several new alliances among the best companies in the world. But true strategic alliances need effective management to unlock their true potential, and given the time and energy required for traditional partnerships, this is more difficult than it seems. Choosing the right partner for the right project requires deep insight into partners` sales, marketing, and project data, as well as an understanding of their customers and the set of solutions they`re looking for. There are three types of strategic alliances: the joint venture, the strategic capital alliance and the non-strategic strategic alliance. To understand the reasons for strategic alliances, we look at three different product lifecycles: the slow cycle, the standard cycle, and the fast cycle. The product life cycle is determined by the need to continuously innovate and develop new products in a sector. For example, the pharmaceutical industry practices a slow product lifecycle, while the software industry operates in a fast life cycle. For companies whose product fits into a different product lifecycle, the reasons for strategic alliances are different: many companies struggle to manage their alliances as they had imagined, and many of these partnerships do not achieve their defined goals. Some common mistakes are: According to the Ivey Business Journal, a strategic business alliance needs five key components to succeed.
Each of these types of alliances is selected according to the scope and needs of the goal. Just as selecting partnership organizations is critical for business, choosing the right type of partnership can mean the success or failure of a project. There are seven general areas in which building alliances makes a profit.  The agreement between Starbucks and Barnes & Noble is a classic example of a strategic alliance. Starbucks makes coffee. Barnes& Noble keeps the books. Both companies do what they do best while sharing land costs for the benefit of both companies. It is at this stage in the life of a strategic alliance that an internal structure is created under which its functions evolve. During operation, the alliance itself will become a new organization with members of the original companies with the aim of achieving all the objectives set previously and improving the overall performance of the Alliance, which will require efficient structures and processes as well as good, strong and reliable management.
Budgets must be linked, as well as resources that are strategically most important and that must be measured and evaluated.   But what is a strategic alliance, what types of strategic alliances are, how can they be a blessing – or a burden – for your business, and why are they now indispensable for success in today`s market? A strategic alliance is an agreement between two companies to carry out a mutually beneficial project, while maintaining its independence. The agreement is less complex and less burdensome than a joint venture in which two companies pool resources to create a separate entity….