ABSTRACT
Every strategic alliance relationship both/all parties are in perfect alignment and balance at all times with regard to their development and enjoyment of the assets generated from the relationship. Those organisations that are currently actively developing in the assets area seem to agree that the only sensible common denominator is to put a cash value on the element being considered. Rover and Honda case study teaches us to treat with extreme care the perspective of our partner, particularly in co-opetition situations. Many partnering organisations do not take enough time to critically examine the current and future market positioning of their prospective partners. In the best strategic alliance relationships there are clear mutual needs both sides share, and it is these which generate a high degree of both progression towards a common goal and cost-effective achievement of certain strategic ambitions. Many organizations explore the use of collaborative technologies for joint problem solving.
