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Structuring strategic alliances

Marca, Paul.

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Structuring strategic alliances

Record Type:	Projected and video material : Monograph/item
Title/Author:	Structuring strategic alliances/ producer, Paul Marca.
remainder title:	Structuring strategic business alliances
other author:	Marca, Paul.
Published:	[Stanford, Calif.] :Stanford Video ; : c1998.,
Description:	1 videodiusc (48 min.) :sd., col. :4 3/4 in.
Notes:	A production of the Stanford Video Media Group. Production services provided by Stanford Center for Professional Development. Copyright held by Stanford Alumni Association.
Subject:	Organizational behavior. -

Structuring strategic alliances
Structuring strategic alliances[videorecording] /Structuring strategic business alliancesproducer, Paul Marca. - [Stanford, Calif.] :Stanford Video ;c1998. - 1 videodiusc (48 min.) :sd., col. :4 3/4 in. - Stanford executive briefings. - Stanford executive briefings (Unnumbered).

A production of the Stanford Video Media Group. Production services provided by Stanford Center for Professional Development. Copyright held by Stanford Alumni Association.

Executive producer, Catherine O'Brien.

Host/lecturer, Dr. Cheryl L. Shavers, Director of Emerging Technologies in the Corporate Business Development Division of Intel.

Taped live, Sept. 16, 1998, at Stanford University.

Strategic alliances and other forms of collaborative inter-firm agreements have become commonplace in today's American economy. As companies get focused and specialized, they are beginning to move away from large, control-based structures to more flexible and relationship-oriented partnering. In a lecture, Dr. Cheryl L. Shavers, director of emerging technologies in the Corporate Business Development Division of Intel Corporation, explores the ingredients to successful partnerships with a focus on the three phases of the Alliance Life Cycle. In particular, she focuses on the impact that an alliance will have on each of the partners' bottom-lines. She discusses the "intimacy" of the alliance, the fundamental relationship elements crucial to alliance success, and the major issues associated with establishing a vision for the alliance and for the active role it plays as a guidance system for continued success. Highlights include developing trust in partnerships, navigating alliance phases, and recognizing the signs of a successful alliance.

DVD.

US70.00Subjects--Topical Terms:

516683
Organizational behavior.

Structuring strategic alliances
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490 1 $a Stanford executive briefings
500 $a A production of the Stanford Video Media Group. Production services provided by Stanford Center for Professional Development. Copyright held by Stanford Alumni Association.
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518 $a Taped live, Sept. 16, 1998, at Stanford University.
520 $a Strategic alliances and other forms of collaborative inter-firm agreements have become commonplace in today's American economy. As companies get focused and specialized, they are beginning to move away from large, control-based structures to more flexible and relationship-oriented partnering. In a lecture, Dr. Cheryl L. Shavers, director of emerging technologies in the Corporate Business Development Division of Intel Corporation, explores the ingredients to successful partnerships with a focus on the three phases of the Alliance Life Cycle. In particular, she focuses on the impact that an alliance will have on each of the partners' bottom-lines. She discusses the "intimacy" of the alliance, the fundamental relationship elements crucial to alliance success, and the major issues associated with establishing a vision for the alliance and for the active role it plays as a guidance system for continued success. Highlights include developing trust in partnerships, navigating alliance phases, and recognizing the signs of a successful alliance.
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700 $a Shavers, Cheryl L. $3 754809
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740 0 $a Structuring strategic business alliances
830 $a Stanford executive briefings (Unnumbered) $3 727151