COLLABORATIVE

ADVANTAGES
Submitted by
Naresh Bhole(PGPJ03031)
Nischal Upreti(PGPJ03034)
Group 7
 FUNDAMENTAL ASPECTS OF
ALLIANCES
• Must yield benefits for partners. Alliance should offer partners option for
future and should open new doors of opportunities.
• Alliance should be formed by keeping in mid certain objectives and should
value skills each partner brings into it.
• Formal system can not control Alliance and it should be controlled by
interpersonal connections
 VARIETIES OF RELATIONSHIPS
• Collaboration can be with weak and distant to strong and close.
• In mutual service type relationship, similar companies in similar industries pool
their resources to gain benefit too expensive to acquire alone.
• In joint ventures companies pursue an opportunity that needs capabilities
from each other.
• Value chain relationship is the strongest and closest collaboration for each
entity. In this companies with different skills set and different industries come
together and form a value chain. Each entity is dependent on each other to
survive and commitment should be high in this type
 SELECTION AND COURTSHIP
• Relationship between companies are similar to relationship between
humans. It can be analogous to romantic relationships
• Companies meet and are attached and discover their compatibilities. They
draw up plans and close the deal. Then they both combined discover ways
to grow business and ideas for the same.
• 3 criteria for selection process
1. Self analysis-Relationships go well when partners know about themselves
first. They should assess themselves and their competencies and plans then
only should process further
2. Chemistry-Personal side of business relationships is
also important in sustaining collaborations. Especially
relation between executives of the company should
be strong such that collaborations could go well. This
also gives positive signs for further growth.
3. Compatibility-Companies should examine financial
stability, tangible aspects, common experiences,
values and principles and future.
 LEARNING TO COLLABORATE
• Strategic integration-It involves continuous contact among top leaders to
discuss future plans. This helps in assessing whether everything s going as per
strategically defined or not
• Tactical Integration-It involves middle managers together to develop plans
for specific projects or activities. This will help companies to identify system
changes and could help in transferring knowledge.
• Operational integration-It provides ways for people carrying out day to day
work and accomplishing tasks
• Interpersonal Integration-It builds necessary
foundation for creating future values. As the time
passes and collaboration is becoming successful
leaders are started to engage more with each other.
More information is shared across sides and could help
in getting recommendations from other side.
• Cultural Integration-It requires people involved in
relationship to have the communication skills and
cultural awareness to bridge the differences. People
on both sides should be willing to accept other side
the way it is.
 CHANGES WITHIN
• Interpersonal relationship between partners could solve small conflicts with
ease. Small conflicts could lead to bigger one and thus could harm
relationship
• Empowerment of relationship managers-Relationship manafers for
collaborations should be involved in the process. They would be essential
component in maintaining relationships between two sides.They should be
able to adapt and tweak procedures of own organization such that it would
be easier for both sides to go forward.
 MANAGING TRADE OFFS
• Even relationships is of high value conflicts could damage it it would
outweigh the value of collaboration. So termination of alliance could
happen
• Level of control to one firm in relationship could define the whole
relationship. Tighter control by one partner could help in reducing conflicts
but this would be traded off with benefits derived from mutual relationship.
THANK-YOU