Contract of Law

The case study will analyse the partnership between both organisation in detail, looking at the level of the partnership, why the partnership exists, who benefits from the partnership, what benefits or hinder the partnership and what could be improved.

Purpose: This contract services as a guideline for team # 2 to work collaboratively, cohesively and to ensure all expectations are met.

Equity-based alliances include co-marketing, research and development, contracts, turnkey products, strategic suppliers, strategic distributors, and licensing/franchising.

Because Navistar is a major trucking company, they are constantly striving to keep their lead by innovating new technologies within their industry. One of Navistar’s main strengths is the ability to gain strategic alliances with other firms in the industry, not only national, but also international. A strategic alliance is an alliance where two or more firms create a legally independent company to share their resources and capabilities to develop a competitive advantage. These advantages enhance a firm’s marketplace success.

Coordination among Business Partners: These options are mainly targeted to create a central repository of all the technicians, which could be accessed by all business partners for evaluation and tracking. As such it fulfills the requirement of coordination among the business partners.

We help CONNECT organizations to develop collaborative alliances that leverage strengths and produce lasting regional benefits through: Networking, Events, and Ongoing Dialogue.

The alliance will share technological developments, innovations in R&D, define the responsibilities and limitations of each company as required for quality, quantity and production schedules, reduce risks, lessen costs and forge a long-term relationship of trust.

Independent sales representatives work to put together profitable sales deals for manufacturers who often don’t have the time or desire to develop relationships for the sale of their products. Sales and manufacturing are often two different mindsets. Manufacturers often rely on independent sales representatives for this part of the process. Paying the sales commission is part of doing business until the manufacturer decides to lower his cost by selling directly to the customer. Once the relationship is built, the money that was paying the sales commission can be saved or invested elsewhere. “A bad economy only increases the cost cutting measures by manufacturers. However, when cost cutting measures involve breaching a prior agreement

Retrieved April 3, 2018, from https://www.evse.com.au • Hoang, H., & Rothaermel, F. T. (2016). How to manage alliances strategically. MIT Sloan Management Review, 58(1), 69-76. Retrieved from

To have a great partnership there must be a mutual understanding of all resources available to them. There must be some level of trust which is built over time through team building. It is imperative for the success of the partnership to have clear short term and long term goals. Each partner should have a clear understanding of the shared mission and goals with defined roles and responsibilities. All data collected should be used purposely for assessments, planning, implementation, and evaluation purposes.

Every potential partner has its strengths or core competencies which should not be compromised, hence a successful alliance is one which outcome are a

In today’s ever changing environments strategic alliances have emerged as a driving force behind the success of many business ventures. Strategic alliances allow companies to expand their reach without having to maximise their risk or commit themselves beyond their core business. Throughout this paper I will be examining the driving forces behind strategic alliances looking predominately at the motivations behind the formation of a strategic alliance and the idea of a multi company alliance. Following this I will be analysing the key elements that make for a successful strategic alliance and how a successful alliances are measured. After which I will be establishing the risk that are pronounced when entering into such

Answer 2. There should have successful partnership with long term commitment and it encourages in investing improvements in supply chain to mutual advantages. Thus, it will build and improve long term commitment with the form of collaborative framework partnership with the involvement of business to business relationship and it will meet the expectations in terms of goals and objectives.

Strategic alliance is an assertion between at least two associations to collaborate in a particular business action, so that every advantage from the qualities of the other, and increases upper hand. The development of key unions has been viewed as a reaction to globalization and expanding instability and many-sided quality in the business environment. Key unions include the sharing of information and skill between accomplices and in addition the decrease of hazard and expenses in ranges, for example, associations with providers and the advancement of new items and innovations. A key organization together is here and there compared with a joint wander, yet collusion may include competitors, and for the most part has a shorter life expectancy. Vital organization is a firmly related idea. This article breaks down meaning of key union, its advantages, sorts, procedure of arrangement, and gives a couple cases investigations of vital organizations together. This paper tries to combine the degree and part of advertising capacities in the assurance of adequacy of key partnerships. A few recommendations from a promoting perspective concerning the investigation of organization together process are detailed. On the premise of the recommendations, a system is created for future research.

Fourth, the performance of alliances. For Gulati, there are several factors that could be associated with the success and performance of strategic alliances such as flexibility, trust, information exchange, constructive management of conflict, personnel interactions, and partner expectations management among others. Moreover, there are factors that hinder the development of alliances and may cause the termination of them such as industry conditions (concentration and growth rates), partners country of origin, concurrent ties, partner asymmetry, age dependence and alliance duration, partners competitive overlap, and features of the venture (autonomy and flexibility) (Gulati, 1998, p. 307). The fifth key issue related to the study of alliances is related to the extent in which firms benefit from entering strategic alliances. Gulati posits that each alliance has different effects on firms’ performance. For Gulati, it is difficult to associate a firm performance to specific alliances because this is a complex process in which many factors take place. The author suggests that not all alliances provide equal benefits to their members, and some alliances are better than others. However, some studies suggest that “close vertical ties that are characterized by rich information exchange and long-term commitments can lead to greater cooperation and joint activities between the partners and higher levels of asset-specific investments, all of which translate into concrete