• •  Dirección Estratégica

    Alianzas: sumar para multiplicar DOS-0002 

    Cassiman, Bruno; Cordón, Carlos; Eisenhardt, Kathleen M.; Ozcan, Pinar; Ramaswany, Venkat; Vollmann, Thomas

    IESE (España)

• Multiplique sus capacidades y cree más valor a través de la colaboración. El esfuerzo compartido tiene premio: "Carteras de Alianzas de alto rendimiento.
  Los lazos que harán despegar su empresa" por Pinar Ozcan y Kathleen M. Eisenhardt; "Relaciones cliente-proveedor. El arte de formar pares de ases" por Thomas Vollmann y Carlos Cordón; "Las nuevas reglas de la participación. ¿Está preparado para la co-creación?" por Venkat Ramaswamy; "No deje que la innovación sea otra víctima de la crisis. ¿Y si su mejor aliado fuera la universidad?" por Bruno Cassiman.
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• •  Dirección Estratégica

    Creating Winning Partnerships DOS-0002-E 

    Cassiman, Bruno; Cordón, Carlos; Eisenhardt, Kathleen M.; Ozcan, Pinar; Ramaswany, Venkat; Vollmann, Thomas

    IESE (España)

• One is a lonely number. Multiply your effort by working together. Because two times two equals more. "High-Performing Alliance Portfolios: Forming Ties
  That Will Free Your Firm" by Pinar Ozcan and Kathleen M. Eisenhardt; "Customer/Supplier Relationships: Making the Power of Two Work for You" by Thomas Vollmann and Carlos Cordón; "The Rules of Engagement: Are You Ready for the Co-Creation Movement?" by Venkat Ramaswamy; "How to Spark R&D Innovation: The Benefits of Science Collaborations" by Bruno Cassiman.
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• •  Dirección Estratégica

    Los lazos que harán despegar su empresa ART-1533 

    Eisenhardt, K.M.; Ozcan, Pinar

    IESE (España)

• Las alianzas estratégicas son idóneas para fortalecer la posición en el mercado, ganar capacidades y recursos nuevos y crecer y expandirse en tiempos
  de crisis. Muchas grandes empresas lo saben y les sacan un gran partido. Pero en el caso de las pequeñas, sin tantos recursos, ¿cómo puede forjar y gestionar una cartera de alianzas de alto rendimiento? Conseguir la cartera de sus sueños y gestionarla bien no es tan inalcanzable como parece si actúa pronto, trata con varios socios a la vez, presta una atención secuencial a cada uno de ellos y en general evita aliarse con sus competidores. Un análisis de empresas de telefonía inalámbica estadounidenses y una encuesta a 113 joint ventures de todo el mundo ofrecen lecciones excelentes que le ayudarán a formar alianzas de alto rendimiento.
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• •  Dirección Estratégica

    Forming Ties That Will Free Your Firm ART-1533-E 

    Eisenhardt, K.M.; Ozcan, Pinar

    IESE (España)

• Strategic alliances provide opportunities to strengthen your market position, gain new capabilities and resources, and enable you to grow and expand during
  difficult times. Many large, highly resourced companies already know this and are leveraging it to their advantage. But how can a small firm with fewer resources obtain and manage a high-performing alliance portfolio? Getting the alliance portfolio you dreamed of, and then managing it well over time, is not as impossible as it may seem, provided that you act early, make multiple approaches to various partners, give sequential attention to each, and generally avoid alliances with competitors.
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• •  Dirección Estratégica

    The KLM Approach to Alliances - Teaching Note SMT-61-E 

    Mitchell, Jordan; Ariño Martín, Africa; Ozcan, Pinar

    IESE (España)

• When it teamed up with Northwest Airlines in 1989, KLM became Europe's first airline to begin a major cross-border airline alliance. What followed was
  a series of pan-continental alliances resulting in the formation of Star Alliance, oneworld and Skyteam. This case study highlights the major milestones in the development of KLM's major alliances focusing primarily on Northwest with additional details on relationships with Kenya Airways, Alitalia, China Southern and smaller airlines. It covers the airline industry, KLM's history of alliances and merger attempts, the Air France-KLM merger and KLM's current approach to alliances.
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• •  Dirección Estratégica

    The KLM Approach to Alliances SM-1530-E 

    Mitchell, Jordan; Ariño Martín, Africa; Ozcan, Pinar

    IESE (España)

• When it teamed up with Northwest Airlines of the US in 1989, KLM became Europe¿s first airline to begin a major cross-border airline alliance. What followed
  was a series of pan-continental alliances resulting in the formation of Star Alliance, oneworld and Skyteam. This case study highlights the main milestones in the development of KLM¿s major alliances focusing primarily on Northwest with additional details on relationships with Kenya Airways, China Southern and smaller airlines. It covers the airline industry, KLM¿s history of alliances and merger attempts, the Air France-KLM merger and KLM¿s current approach to alliances.
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• •  Dirección Estratégica

    Fiat's Strategic Alliance with Tata SM-1528-E 

    Hohl, Brian; Mitchell, Jordan; Ariño Martín, Africa; Ozcan, Pinar

    IESE (España)

• This case looks at the automotive industry, Fiat and Tata's corporate background and provides an in-depth description of how these two sides came together
  including the entire pre-operational negotiation process. The case is set as of October 2007, immediately after the companies had finalized a joint venture for the manufacturing of passenger cars, engines and transmissions in India for national and international markets. The alliance also includes additional agreements to jointly manufacture pick-up trucks in Fiat's Argentinian facility and a distribution arrangement between Fiat's commercial vehicle subsidiary, Iveco, and Tata's commercial division. Students will be exposed to the key issues in negotiating alliances, such as timing, readiness, management opinions, cultural learning, due diligence and ownership structure.
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• •  Dirección Estratégica

    Fiat's Strategic Alliance with Tata - Teaching Note SMT-60-E 

    Mitchell, Jordan; Ariño Martín, Africa; Ozcan, Pinar

    IESE (España)

• This case covers the automotive industry, Fiat and Tata's corporate background and provides an in-depth description of how the two sides came together
  and the entire pre-operational negotiation process. The case is set as of October 2007 immediately after the companies had finalized a joint venture for the manufacturing of passenger cars, engines and transmissions in India for national and international markets. The alliance also includes additional agreements to jointly manufacture pick-up trucks in Fiat's Argentinian facility and a distribution arrangement between Fiat's commercial vehicle subsidiary, Iveco, and Tata's commercial division. Students will be exposed to key issues when negotiating alliances such as timing, readiness, management opinions, cultural learning, due diligence and ownership structure.
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