Original Research

Partner selection in market-driven strategic alliances

Saul Klein, Chekitan Dev
South African Journal of Business Management | Vol 28, No 3 | a794 | DOI: https://doi.org/10.4102/sajbm.v28i3.794 | © 2018 Saul Klein, Chekitan Dev | This work is licensed under CC Attribution 4.0
Submitted: 15 October 2018 | Published: 30 September 1997

About the author(s)

Saul Klein, Graduate School of Business Administration, University of the Witwatersrand, South Africa
Chekitan Dev, School of Hotel Administration, Cornell University, United States

Full Text:

PDF (993KB)

Abstract

How should one select a strategic alliance partner? An answer to this question is provided by extending the literature on symbiotic marketing and focussing attention on market-driven strategic alliances. Such alliances are defined as long-term inter-firm co-operative relationships that add value for the customer. Value is created by providing the advantages of multiple choice purchase options coupled with the convenience of seamless, one-stop-shopping. This means paying attention to customers and competitors in selecting alliance partners. Market-driven strategic alliances are posited to be more successful when usage and firm complementarity levels are correctly matched with the alliance strategy being pursued.

Keywords

No related keywords in the metadata.

Metrics

Total abstract views: 1706
Total article views: 568


Crossref Citations

No related citations found.