INTERNATIONAL BUSINESS STRATEGY

International Business Strategy

International Business Strategy

a. Alliance or possible Alliance with in the two organizations.

The two organisations have a long history of partnership and cooperation; they both had the same founder, have a similar vision and mission, and share common values. Both seek to be motivated by the example of Jesus Christ to work with marginalised people, particularly those affected by leprosy.

Discussions have been taking place informally for some time. Then following the recent International Leprosy Congress, the senior leaders of both organisations met in Hyderabad, India, to work out the details of how a closer relationship might be structured. As leaders of these two organisations we are now pleased to announce an alliance that builds on our history of partnership. (Marsili, 2002, 791-851)

The purpose of this alliance is to cooperate actively and purposefully so that together we can increase our effectiveness in working to free the world of leprosy. They will do this in a variety of ways, including:

more efficient allocation of resources

shared technical expertise and information resources

the development and maintenance of a joint project portfolio

combined representation at project and country level

unified processes for project monitoring and coordination.

The practical outcomes of this alliance will differ from country to country. Some changes will be immediate; others will be implemented over a period of time. Managers or representatives of TLMI and ALM will communicate specific details with those projects and programs that are directly affected. (Marsili, 2002, 791-851)

American Leprosy Missions and The Leprosy Mission International will remain autonomous organisations. Both remain members of ILEP, the International Federation of Anti-Leprosy Associations. Our aim through this alliance is to develop an increasingly closer and more effective working relationship. We believe this will have great benefits for leprosy affected people and our partner organisations worldwide.

b. Advantages of the alliance or possible alliance.

Improved Cash Flow

Reduced Overhead

Improved Access to Capital

Obtain Capital

Credibility

Access to Facilities and Technology

Access to Expertise

Ability to Keep the Company Small

More Products to Sell

Innovative Products

Creative People

Speed and Flexibility in Delivering New Products

Ability to Hedge Your Own R&D Effort

Less Costly than Buying a Company

Cost Savings

Product Distribution

Diversification into New Markets

Manufacturing Capability

Reduced Risk

Knowledge and Know-how

Avoid Need to Reinvent What Has Been Invented Elsewhere

The Shoring up of Weak Areas in the Company

Strengthened Relationships with Key Suppliers or Customers

Ability to Move Quickly

Ability to Stay Focused on Core Competence

c. why they are in alliance or why they should be in keep alliance

It determines the success of a firm competing as part of an alliance constellation. (Marsili, 2002, 791-851) It is the strategy and structure of the constellation. Or perhaps the actions of the firm's own partners. The answer is: all of the above. It leaves us without a framework for analysis and management. In search of a framework, we might turn to traditional models of strategy and organization. But there we find mostly models predicated on the firm as the unit of competition; the notion of a firm competing within ...