Strategic Alliances and Networks

Strategic Alliances and Networks

2014

Stephan Gadow, Matrikelnr.: 14209

University of Applied Science Stralsund

Master Tourism Development Strategies

Tourism Product Development

Prof. Dr. Wolfgang Scherl

Table of Contents

List of Tables 3

1 Introduction 4

1.1 Definition 4

1.2 Development 4

1.3 Motives 5

1.4 Risks and limitations 5

1.5 Forms of strategic alliances 6

1.5.1 Licensing 6

1.5.2 Supplier relations 7

1.5.3 Outsourcing 7

1.5.4 Joint Venture 8

1.5.5 Collaboration 8

1.5.6 Research & development consortia 8

1.5.7 Industry clusters 9

1.5.8 Innovation networks 9

1.6 The role of trust 10

1.7 The process of forming a successful strategic alliance 10

2 Strategic alliances in tourism 11

2.1 Introduction 11

2.2 Case study: Airline industry 12

2.2.1 Development 12

2.2.2 Benefits 13

2.2.3 Star Alliance 13

2.2.4 Sky Team 14

2.2.5 oneworld 14

3 Conclusion 15

Bibliography 16

List of Tables

Table 1: Cost benefits in supplier relations 7

Table 2: Common global outsourcing problems 7

Table 3: Competitive advantages of industry clusters compared to competition 9

Table 4: Assembling the component parts to make an iPhone 9

Table 5: Types of trust 10

Table 6: Strategic alliances along the tourism supply chain 11

Table 7: Member count of Star Alliance, SkyTeam and oneworld from 1997-2013 12

Table 8: Benefits of strategic airline alliances 13

Table 9: Star Alliance member 2013 13

Table 10: Sky Team members 2013 14

Table 11: oneworld members 2013 14

1 Introduction

In Innovation management and new product development strategic alliances (SA) build a basis for companies to gain access to resources that one single firm could not provide on its own. Thus, companies are able to improve products, create new technologies or just gain a larger network in order to receive a competitive advantage.

This paper is based on chapter seven “Strategic alliances and networks” of the book...