Qualcomm

The company has been undertaking partnerships with others in a way to advance new technologies

In order to being fairly and ethically to those potential competitors, TenagaNasionalBerhad (TNB)can cooperate with potential competitors to become Partnership or Joint Venture in the future.It might provide a good opportunity to the potential competitor to incorporate with TenagaNasionalBerhad (TNB) which able to treat fairly to them. It could bring out a few advantages if TenagaNasionalBerhad (TNB) being Partnership or Joint Venture with potential competitor. First, the potential partner will be fairly treated and able to deal with those restriction and strict regulation which had set by government, this is a good chance for potential partners who tend to come in while at the same time TenagaNasionalBerhad (TNB) will still earning profits and with nearly no competitors. Other than that, as every company or industry will have their own specialized skills, knowledge and expertise, TenagaNasionalBerhad (TNB) can grab the opportunity to possess the potential partner’s specialized skill and knowledge which TNB does not own previously, it might help TenagaNasionalBerhad (TNB) to have the chance to achieve more profit with lower cost if the potential partners have strong relationship on the supply chain over the other countries. Besides that, TenagaNasionalBerhad (TNB) might cooperate with potential partner so that TNBwill ethically share profits together with its partner and will not only make their own money for themselves like current. TenagaNasionalBerhad (TNB) might also able to accumulate more capital to invest further together with potential partner such as operate a new power plant to generate electricity. Last but not least, they might also monitor and supervise each other in order to act ethically to the

When a person wants to achieve greatness, there must be room for opportunity. An increase in outsourcing more positions within the organization will provide a lower cost of labor, which will provide a financial gain for the corporation. Aside from the financial gain, this could potentially increase company morale and place a big focus on company culture. For example, WRC already outsources some of its call centers work out to employees in India. Increasing the outsourcing ability into other departments that are required to work on a 24/7 availability basis could improve company morale and provide employees within the U.S. a right job/home balance. When it is 8:00 pm EST in the U.S., employees in Chennai, India are just starting their work day beginning at 6:30 am, allowing for workers to end their day shift in the U.S. at 8:00 pm versus running a 24/7 operation. The company is known for providing other countries employment while building relationships with other cultures. The organization is also cutting costs in half by eliminating a 2nd/3rd shift staff here in the U.S. In outsourcing, the organization is adding value to its culture, providing employees a more balanced lifestyle, and saving money by hiring low-cost

In analyzing the second reason listed for why outsourcing is used; ‘inability to attract the highest caliber of employees to job functions that may be peripheral to the organization’s core discipline’, companies employ a different kind of outsourcing tactic. This reason leads to offshore outsourcing solutions. If a company cannot attract high caliber domestic employees to job functions secondary to their main function then they seek help where labor may be less expensive and more efficient.

Because every problem almost always has more than one solution, the question of whether or not a joint venture between Sakari and Nora would be the best option for either of the companies is difficult to assess. However, there are certain benefits, which are mentioned in the case, that clearly outline the initial motivation for forming the join venture. From the Sakari side, the motivation came in the form of a new market in Southeast Asia, while Nora was motivated by Sakari’s telecom technology and the possibility of acquiring it and/or replicating it in the future. The forming

As it has said, there are very good reasons to decide starting a Joint Venture. Joint ventures as a strategic alliance between companies present lots of benefits for the different parties. They allow to spread the risk between the venture partners. The co-ventures agree to share profits and losses depending on the risk taken by each of them. It allows flexibility due to its nature. Flexibility setting the limits of the business, in structural organization and in decision making processes, overall in comparison with its parent companies. They also facilitate the access to resources. Here it is included, as well, financing, the specialized staff and technology. This is an opportunity to gain new capacity and to benefit improving the ability and

Top glove could use the opportunity to minimize the internal weakness which is using the joint venture and the diversification component. First, though the joint venture with others firm. The resources, technology, management and culture is share in between the organization to achieve the same goals. For example, Top Glove management could learn and adapt the Japanese business culture since Top Glove and Fimatec had joint venture. Both company management able to exchange the culture and practice that improve both management performance. So the weakness of management problem could be minimize since the management is improving through the venture. Besides that, opportunity for joint venture in between the international company could to gain the business model and image of company. These action could be attracting for those professional who seeking the job applicants. Lastly is the problem of heavily invest in R&D. The cost for Top Glove spend in R&D function is very high in each year. So, Top Glove need to conduct diversification in different market to gain profit. R&D function could help to invent new product or service, but still Top Glove need to fit in different market to increase the profit. So the diversify in different market could help Top Glove to increase profit to cover the heavy cost in R&D

Fourth, the performance of alliances. For Gulati, there are several factors that could be associated with the success and performance of strategic alliances such as flexibility, trust, information exchange, constructive management of conflict, personnel interactions, and partner expectations management among others. Moreover, there are factors that hinder the development of alliances and may cause the termination of them such as industry conditions (concentration and growth rates), partners country of origin, concurrent ties, partner asymmetry, age dependence and alliance duration, partners competitive overlap, and features of the venture (autonomy and flexibility) (Gulati, 1998, p. 307). The fifth key issue related to the study of alliances is related to the extent in which firms benefit from entering strategic alliances. Gulati posits that each alliance has different effects on firms’ performance. For Gulati, it is difficult to associate a firm performance to specific alliances because this is a complex process in which many factors take place. The author suggests that not all alliances provide equal benefits to their members, and some alliances are better than others. However, some studies suggest that “close vertical ties that are characterized by rich information exchange and long-term commitments can lead to greater cooperation and joint activities between the partners and higher levels of asset-specific investments, all of which translate into concrete

It is because through the joint venture, the company is more familiar with the situation of the company there. The negative outcome is that the management system different between the company. So it is hard to make a decision making. It is because there is different opinion of each person.

A joint venture is a contractual agreement joining together two or more parties for the purpose of executing a particular business undertaking (InvestorWords, 2008). Some of the most significant benefits gained from joint venturing include, a reduced risk of both companies resulting from capital and resource sharing, the opportunity to increase sales, and enhance technological capabilities through research and development underwritten by one party (INC, 2009). Joint ventures also provide a mode for entering foreign markets because the partnering companies join complementary skills and knowhow with local firms (Qiu, 1984). Companies often jump into joint venture agreements blinded by these benefits and often fail to research the risks

By forming a joint venture, company can enjoy the pre-owned services and resources, such as finance, distribution channels, or technology of the company coming into an agreement with Icebreaker Products but a joint venture will revoke the organization to take

* To structure deal as joint venture, which would be an economical approach to entering the market with the access to the technology, cross-marketing and profits. May bring, however, the lack of control to achieving "Anywhere, Anytime" vision.

• It takes time and effort to build the right relationship and partnering with another business can be challenging. Problems are likely to arise if:

One of the competitive strategies for Apple Inc. lies in its string Sales and Marketing positioning all across the world tough its exclusive Apple stores or in the form of franchise stores. Another competitive advantage of the company lies in its Research & Development capability. This strategy has long been a source of competitive advantage to beat the competitive rivals, both in the domestic market (like Microsoft Windows operating System and Apple’s Macintosh), Google Inc. (Android mobile operating system and Apple’s iOS) s well as in the international competitors like South Korean giant, Samsung and Finnish mobile maker, Nokia Inc. (University of Oregon Investment Group 2012).

Joint ventures have further benefits. Joint ventures are based on sharing individual ability and resources for the purpose of achieving a mutually beneficial objective. Sony gains access to Ericsson’s market share and their network of infrastructure and handset technology. Ericsson can acquire Sony's experience on consumer electronics, fashionable designs and production processes. Hence, the joint venture overcomes Sony's low market share and strengthens Ericsson's ability of research and product development. Thus joint ventures resolve the opportunism issue with OEM, licensing and franchising.