A Brief Note On Collaboration : Strategic Alliance

This acquisition and consolidated case study discusses the acquisition of Nokia by Microsoft. Throughout this case study, we will try to explore following key aspects in the aforesaid consolidation between Microsoft and Nokia, as per the scenario of 2010-11:

Strategic alliance is an agreement between two or more organizations to cooperate in a detailed business activity, so that each get benefited from the strengths of one an other, and gains competitive advantage. The formation of strategic alliances has been seen as a comeback to globalization and increasing doubt and difficulty in the business environment. Strategic alliances occupy the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such as relationships with suppliers and the development of new products and technologies. strategic alliance is sometimes equated with a joint venture, but an alliance may involve competitors, and generally has a shorter life span. Strategic partnership is a closely related concept. This article analyzes definition of strategic alliance, its benefits, types, process of formation, and provides a few cases studies of strategic alliances. This paper tries to synthesize the scope and role of marketing functions in the determination of effectiveness of strategic alliances. Several propositions from a marketing perspective about the analysis of alliance process are formulated. On the basis of the propositions, a framework is developed for future research

When these two companies are become alliance, it means that they can use other strengths on complement their own weaknesses. After they fill up their weaknesses, Microsoft and Nokia can create a new smartphone with Window Operation System that can create a strong brand identity toward society’s mind.

In 2013 Microsoft has announced a € 5.44 billion acquisition of Nokia’s hardware and services, including mobile phones, equivalent $ 7.2 billion. The deal was completed in the first half of 2014 and was supported by Nokia shareholders. Nokia's human resources operations in 50 countries around the world were available to Microsoft. There were also some factories with design, development, production, marketing and sales of smart devices, universal phones and services

To effectively regain entry into the markets and remain competitive, the memo emphasizes on the evolution of Nokia and ensure that innovations are delivered to the market in a timely manner. Collaboration among the staff is

Another reason that I feel this negotiation could be successfully completed was due to the fact that Microsoft and Nokia’s priorities aligned well at the time. Both companies saw the other’s products and capabilities as being complementary to what they already offered, which gave executives from both companies further incentive to

Nokia’s aggressive strategy to dominate mobile communication cluster would be the main reason how Nokia could become a world leader in the sector among other reasons. Nokia’s passion for mobile communication industry was great enough to give up more than 40% of its revenue in is pre-owned communication industry to concentrate only in mobile communications. Nokia was also lucky enough to see the possibility of mobile communication early enough to predominate the industry and prevent any competition from

Strategic alliances advantages and disadvantages can be many different things when it comes to business partnerships. Strategic alliances can be for a good or bad partnership, where two or more firms choose to work together, to combine corporation ideas and technologies for mutual benefit. We call this a cooperative strategy to advance creating a relationship with trust between corporations. The alliance creates an opportunity to make mutual benefits with cost reductions of shared fixed costs, combined resources, and research possibilities with both corporations working together as a team. Cooperation is usually always the best way to achieve goals. If corporations have the willingness to work together they can accomplish goals, but that

The following is a review of CSI’s historical Channel Partnering Strategies, which have been developed over the last fifteen years to assist in delivering collaboration solutions by offering clients, value and choice. The review also provides several examples on specific CSI strategies, including how we were able to collaborate with Channel Partners to solve specific client service, or service delivery needs.

The team developed a win-win model in which each of the parties involves will have defined goals for the alliance and economic goals expectations. The model baseline on the collaboration and integrations of both parties/client’s organizations to provide a service or create a product that will be an offer to an existing or new

From Nokia’s vision and mission statement it can be inferred that Nokia wants to be known for its credibility and to be a market leader again as it was before the year 2007 (Kess, 2014). Nokia understands that the company has to use innovation to offer products that are not yet

Matching Collective and Competitive Strategies Author(s): Rudi K. F. Bresser Source: Strategic Management Journal, Vol. 9, No. 4 (Jul. - Aug., 1988), pp. 375-385 Published by: John Wiley & Sons Stable URL: http://www.jstor.org/stable/2486272 Accessed: 03/05/2010 19:55

Nokia and China Puritan have committed to forming a joint venture in China focused on 3G, or more specifically, TD-SCDMA (time division-synchronous code division multiple access) and W-CDMA.

This case study examines and discusses key issues in recent events of Nokia mobile phones. It reflects on how successful Nokia’s past, present and future advertising and social media campaigns are within re branding Nokia’s image among competitors, it will also discuss on strategic options for the future of the repositioning campaign.

However, Nokia retained its mapping business thus turning the acquired business into an infrastructure equipment company. The deal, therefore, benefitted Microsoft by acquiring the control of the whole of Nokia’s supply chain while Nokia gained a stronger and more financially able partner to boost the product life on the Lumia line of smart-phones. The deal also give life to Microsoft’s traditional PC business, which is at the blink of stagnation.