At the conclusion of this agreement, all previous agreements between the parties, either in writing or oral, are considered invalid. Rarely, however, does an alliance in the first few months or even one or two years yield significant results. Alliances, by their very nature, usually require considerable investment and effort before making a substantial payment. Faced with reports that show no payment, partners often lose confidence in the company. Leaders` attention is fading, resources are redirected elsewhere and morality is collapsing, which too often leads to the decline of the alliance. Manage internal stakeholders. Most external alliances depend on the cooperation of the internal units of each partner company. Ensure that all internal stakeholders involved in supporting the Alliance are committed to its success. Example: BCBSF also generates qualitative measures of the alliance`s progress through regular surveys by each partner`s staff. At the beginning of an alliance, the company and its partner define together a behavior that they consider to be an indication of a good relationship. BCBSF has developed an investigation file that allows alliance managers from both partners to select issues relevant to their situation. A question designed to measure trust and communication invites staff to respond on a scale of 1 to 5: “How many times are we surprised to learn of an action that has been taken by our partner, which concerns us?” The alliance is a cooperation or cooperation that aims to create a synergy in which each partner hopes that the benefits of the alliance will be greater than those of individual efforts.
The alliance often includes technology transfers (access to knowledge and expertise), economic specialization, common spending and common risks. There are several ways to enter into a strategic alliance: Companies have many reasons to enter into a strategic alliance: if a condition in this strategic alliance agreement proves invalid or unenforceable, the parties will have the right to replace that condition with an applicable provision similar to that deemed necessary. The need to cultivate collaborative behaviours between alliance partners may seem obvious, but it is often not met. According to our study on the success factors of alliance management, more than 70% of companies have developed formal management systems for at least some of their alliances, but less than 10% have initiatives to promote the type of collaborative behavior we have described.