Strategic Alliances. Take no action to enter into, or commit to enter into, any joint venture, strategic alliance, or material relationship with any person to jointly develop, market, or offer any product or service; or disclose any customer names, addresses, telephone numbers, or lists to any person not employed by Grand Premier or its subsidiaries in connection with their employment.
Strategic Alliances. Gurati (1998) regards strategic alliance as voluntary arrangement between firms involving exchange, sharing or co-development of products, technologies or service. They can occur in variety as a result of a wide range of motives and goals, take a variety of form and occur across vertical and horizontal boundary. Alliances with other firms used to be considered as a minor component of all overall strategy in many sectors. However, today, competitive advantages can equally be derived from inter-firm co- operation in non-equity based agreement. Xxxxxxx & Xxxxxx (1995) argue that the key driving force for strategic alliance is competition. Globalization has for instance created opportunities and imperatives for organizations to form strategic alliances. Strategic alliance has become a cornerstone of global competitiveness one that all executives must now understand and manage with skill (Doz & Xxxxx 1998). They argue that strategic alliances are a logical and timely response to intense and rapid changes in the economic activity, technology and globalization, all of which have cast many corporations into two competitive races:- one for the world and the other for the future. Globalization opened the race for the world as the firms entered once – closed markets and pursued, untapped opportunities. The race for the future compels firms to discover new markets opportunities, new solutions for customers and find new answers to poorly met needs. According to Xxxxxxx & Xxxxxxx (2002), joint development of new strategies has increasingly become popular particularly since the early 1980. This is so because organization can rarely cope with increasing complex environment (such as globalization) from internal resources and competence alone. They may see the need to obtain materials, skills, market and recognize that these may be readily available through co-operation through partnership.
Strategic Alliances the Equity Securities are allotted or issued pursuant to options, warrants or other rights issued to an entity whose principal business is in the pharmaceutical or biotechnology industries and is approved by the Investors by way of Investor Approval as a corporate partner or strategic industry alliance of a Company, which allotment and issuance are not part of a financing transaction;
Strategic Alliances. Take no action to enter into, or commit to enter into, any joint venture, strategic alliance, or material relationship with any person to jointly develop, market, or offer any product or service; or disclose any customer names, addresses, telephone numbers, lists, or any other nonpublic information concerning customers or other consumers to any person not employed by O.A.K. or an O.A.K. Subsidiary in connection with their employment other than marketing firms and other vendors in the ordinary course of business and in compliance with the Federal Reserve Board's Regulation P.
Strategic Alliances an economic perspective
Strategic Alliances a competition law perspective Competition authorities around the world are increasingly faced with the problem of how to define and deal with strategic alliances, regardless whether they mention it expressly in annual reports, decisions or define the concept of a strategic alliance. As early as 1992, the Bundeskartellamt chose the topic ‘Strategic alliances – A new challenge for competition policy’ for the sixth International Cartel Conference.41 The Canadian Bureau of Competition Policy issued a policy statement in 1995 to give 39 Tari 1998 (n 5) 61. 40 Wahyuni 2003 (n 3) 32. 41 See Dr. X Xxxxxx (ed), Strategische Allianzen – Eine neue Herausforderung für die Wettbewerbspolitik, Dokumentation der Internationalen Kartellkonferenz Berlin 1992 (Bundeskartellamt 1993) (Xxxxxx 1993). general guidance and clarify its enforcement approach to strategic alliances under the Competition Act.42 Xxxxxxx X. Xxxxxxx Xx.43 - in a testimony before the Federal Trade Commission44 - urged for the introduction of antitrust guidelines covering strategic alliances and joint ventures. In 1994, the EU Commission noted in its XXIVth Report on Competition Policy that ‘[t]he application of the basic competition rules to strategic alliances has become one of the major challenges for EU competition policy in recent years’.45 In its 2001 guidelines on horizontal cooperation agreements,46 under paragraph 12 dealing with the scope of that document, it states: ‘More complex arrangements such as strategic alliances that combine a number of different areas and instruments of cooperation in varying ways are not covered by the guidelines. The assessment of each individual area of cooperation within an alliance may be carried out with the help of the corresponding chapter in the guidelines.’ In paragraph 3 of the same document, the Commission suggests that: ‘Companies need to respond to increasing competitive pressure and a changing market place driven by globalisation, the speed of technological progress and the generally more dynamic nature of markets. Cooperation can be a means to share risk, save costs, pool know-how and launch innovation faster.’ In the latest version of the horizontal guidelines, the Commission reiterates:47 42 Strategic alliances under the ‘Competition Act’ – Director of Investigation and Research, November 1995, available at: <xxx.xxxxxxxxxxxxxxxxx.xx.xx/xxx/xxxx/xx-xx.xxx/xxx/00000.xxxx> accessed 31 December 2012. 43 Former Deputy Assistant Attorney General, United St...
Strategic Alliances. A consulting fee equal to 8% of the equivalent value of any strategic alliance or other business realignment resulting from the SCCP Financial Advisory Engagement not otherwise considered in this agreement. The equivalent value shall be mutually defined and paid in cash or in the form of payment of the particular transaction.
Strategic Alliances. A strategic alliance is a formal and mutually agreed partnership arrangement between two or more enterprises or organizations. The partners pool resources together, exchange and/or integrate selected resources for mutual benefit while they remain separate and entirely independent from each other. It is a cooperative arrangement which enables partners to achieve goals together that they could not achieve alone. Strategic alliances are viewed as mechanisms for producing a more powerful and effective mode for competing in a globalized world (COPAC, 2000). Xxxxxxxx, Xxxxxxx, & Xxxxxxxxxxxx (2008) define a strategic alliance as the pooling of resources and sharing of costs and risks in a venture; they further state that for it to be considered an international alliance, such risks, costs and resources must be pooled across borders. Xxxxxx & Xxxxx (2011) agreed with Xxxxxxxx et al. (2008) but they introduced certains minimums that must be met. They argued that the participants should remain independent after the formation of the alliance. The participants will make ongoing contribution in technology, products and other key strategic areas. According to Xxxxxxx (1998), strategic alliances are “agreements that are important to the partners, created to achieve common interests”. Xxxxx, Xxxxxx, Xxxxxxx and Xxxxxxxx (2011) define a strategic alliance as an agreement between two or more companies in which they both contribute capabilities, resources or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the joint venture relationship. According to Xxxxxxx and Hungar (2000), a strategic alliance is an agreement between companies to establish cooperative partnerships that go beyond normal company-to company relations, but fall short of becoming a real merger. Xxxxxx, Xxxxxxxxxx and Xxxxxxxx (2007) on the other hand define a strategic alliance as a formal agreement between two or more separate companies in which there is strategically relevant collaboration of some sort, joint contribution of resources, shared risk, shared control and mutual dependence. There is no consensus on the determinants of strategic alliances. This is because of the various reasons that companies enter into strategic alliances. There is consensus among scholars that the organization’s vision forms the basis of why an organisation would opt to enter into a strategic alliance. ...
Strategic Alliances. There are several parameters that determine strategic alliances, though literature shows that there is no consensus. Xxxxxxxxxxx & Xxxxxxxxxx (1995) argue that the determinants of strategic allaince are in the motives of the alliance, giving the following broad areas; market entry and market position related motives. They talk of gaining access to new international markets, circumvent barriers to entering international markets posed by legal, regulatory and/or political factors, defend market position in present markets and enhance market position in present markets. They also talk of product-related motives and argue that through strategic alliances the organization can fill gaps in present product line, broaden present product line and differentiate or add value to the product. Strategic alliances are widely considered as collaborative strategies formulated and implemented to meet shared objectives and develop superior resources cooperatively. According to Xxxx et al (2006) “strategic alliances are formulated for both business level strategies and corporate level strategies for expansion and other objectives”. They define strategic alliance as a cooperative strategy in which firms combine some of their resources and capabilities to create a competitive advantage. Xxxxxx and Xxxxxx (1986) also refer to strategic alliance as a strategic coalition which needs a good partner to conduct a developing partnership, where organizational resources and capabilities are shared and new ones are acquired and developed. Xxxxxx and Xxxxxx further explain that in strategic alliance participating firms pursue shared objectives and create value adding processes to gain competitive advantage. Market environment are quite turbulent and keep changing. Strategic alliances provide an avenue to structure, modify, reduce potential threat of future competition, raise entry barriers/erect entry barriers and alter the technological base of competition (Lane and Beamish 1990). Healthy returns in an industry leads to more investments and consequently the need to expand. Such expansion requires entry into new markets; strategic alliances give an avenue for such expansion and it accelerates the pace of entry into new product-market domains by accelerating the pace of research and development, product development, and/or market entry (Xxxxx, 2005) Firms use cross-border alliances as a means to transform themselves and to take advantage of opportunities surfacing in the rapidly changing g...
Strategic Alliances. WorldFish has recognized strategic alliances with relevant organizations in India and China as being important. The Panel approves this strategy and, considering the high level of development of aquaculture and related research in these countries, suggests that these alliances should be dedicated to producing upstream knowledge of mutual interest. The Panel emphasizes the need to produce IPGs through these strategic alliances.
