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

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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.


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