LCO_Week_8_Discussion_Reply
Post 1
Strategic alliance refers to a form of an agreement involving two or several companies aiming to cooperate in their operations for instance in the manufacture, development and selling of their products and services. Strategic alliances can be divided into three types; joint venture, equity and non-equity strategic alliances (Bateman & Snell, 2015). The recently formed alliance was between Apple versus IBM, and Apple versus Sony. The main goal for this alliance was for the creation of improved and marketing of more products.
The main reasons that brought these companies together were; the alliance between Sony and Apple allows the later to improve on its procedures in the manufacture of its products. For the alliance between Apple and IBM, the two companies were able to unite their computing techniques hence improved operations. Another reason was that the three companies had complimentary products (Bateman & Snell, 2015).
The formation of alliance amongst the three companies is considered effective because; the alliance between Apple and IBM enabled Apple to improve on its manufacturing techniques. The alliance between Apple and Sony enabled the two parties to bring their computers together and corporation their computing techniques hence improving their operations. These companies were able to share their resources and skills hence effective achievement of the set goals.
Post 2
strategic alliance
A company may enter into a strategic alliance to expand into a new market, improve its product line, or develop an edge over a competitor. Strategic alliances allow two organizations, individuals or other entities to work toward common or correlating goals goal that will benefit both. A strategic alliance agreement could help a company develop a more effective process (Kenton Will).
Hewlett-Packard and Disney
As written by Leonard Kimberlee in her article, this strategic alliance has been around longer than most people would imagine – going all the way back to when Mr. Hewlett, Mr. Packard and Mr. Disney were still involved in the main decisions of their respective companies, dating back to Fantasia's creation. Disney understood that technology was imperative to the future development of Disney's innovation. The Imagineering Team at Disney still uses HP platforms in ride creation, animation breakthroughs and improved customer experiences (Leonard Kimberlee).
It's difficult to think that two powerhouse companies from two entirely different industries could have such synergy. This opens up ideas for local artists and IT companies to look for ways to build relationships and innovate together in unique ways. For example, a tech company can team up with a local puppeteer to create a massive holiday show using technology to sync music and lights to the movements of the puppets (Leonard Kimberlee).
I think computer maker Hewlwett-Packard 's alliance with The Walt Disney Co. has shown great results as HP provides major IT solutions and innovation to Disney's varied divisions with co-branding as a critical part of the relationship. As per Segil Larraine, this alliance was well negotiated and structured, with a clear understanding of what each partner had to contribute and could expect to derive from the relationship and how that would change over time. Both partners are complex organizations and integrating their alliance goals only happened due to solid planning and manageable expectations regarding implementation. Disney's marketing calendar is a key element of every Disney partnership (Segil Larraine).