Partner Selection in Market-Driven Strategic Alliances

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dc.contributor.authorKlein, Saul
dc.contributor.authorDev, Chekitan
dc.date.accessioned2020-11-25T22:58:28Z
dc.date.available2020-11-25T22:58:28Z
dc.date.copyright1997en_US
dc.date.issued1997
dc.description.abstractHow 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.en_US
dc.description.reviewstatusRevieweden_US
dc.description.scholarlevelFacultyen_US
dc.description.sponsorshipPartial support for this research was provided by the Cornell Center for Hospitality Research.en_US
dc.identifier.citationKlein, S., & Dev, C. (1997). Partner selection in market-driven strategic alliances. South African Journal of Business Management, 28(3), pp. 97-104. https://doi.org/10.4102/sajbm.v28i3.794en_US
dc.identifier.urihttps://doi.org/10.4102/sajbm.v28i3.794
dc.identifier.urihttp://hdl.handle.net/1828/12389
dc.language.isoenen_US
dc.publisherSouth African Journal of Business Managementen_US
dc.subject.departmentPeter B. Gustavson School of Business
dc.titlePartner Selection in Market-Driven Strategic Alliancesen_US
dc.typeArticleen_US

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