Apple had a team with similar ideas and way of thinking. For an example, technology teams only had technology experts. Hence, they were strong in technical areas but lacked creativity (Beezy, 2007). Followed by that, Apple also adapted several HR practices to ensurethe alliance is made of an effective team. They gave significant importance to teamwork (Rahim, 2002), as it was crucial in achieving alliance goals and to come out with innovative ideas. Furthermore, they took necessary actions to make sure their employees were psychologically safe as they had a strong believe that great ideas come out when they are feeling comfortable (Beezy, 2007). By taking such measurements, they constantly came up with innovative ideas to make the Apple watch better. This alliance was a success because both companies were mutually beneficial which was win-win situation.7. ConclusionIn conclusion, it is clear that strategic alliances can be a powerful tool to attain competitive advantages and strategic goals of the firms. Many firms form alliances in order toshare resources, competencies, knowledge etc. As reflected in the Volvo- Renault case, even the most successful firms can fail in forming an alliance. Major factors that contribute to failure of alliance include cultural differences and problems among partners. However, firms can avoid common problems mentioned above with careful planning and organization which can create a successful strategic alliance such Nike-Apple Alliance.(2750 words)9
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8. References1. Aaker, D. and Joachimsthaler, E. (1999), “The Lure of Global Branding”, Harvard Business Review, Vol.77, pp.137-1442. Ajami, R., & Khambata, D. (1991). Global Strategic Alliances:. Journal Of Global Marketing, 5(1-2), 55-69. doi: 10.1300/j042v05n01_053. Apple & Nike launch Apple Watch Nike. (2018, September 01). Retrieved from 4. Apple. (n.d.). Retrieved from 5. Barnes, J. (2001). Coke and Procter & Gamble in Joint Marketing Venture. The New York Times. Retrieved from -gamble-in-joint-marketing-venture.html6. Beezy, M. (2007), “Co-branding: A Popular form of strategic Alliance”, in P. Gopalakrishnan (Ed), Brand Alliances: New Models of Networking, The ICFAI University Press, India, pp. 80-86.7. Chang, W. (2008), “A Typology of Co-branding Strategy: Position and Classification”, Journal of American Academy of Business, Cambridge, Vol. 12, Nº 2, pp. 220- 226.8. Hanby, T. (1999), “Brands - Dead or Alive?”, Journal of the Market Research Society, Vol. 41, Nº 1, , pp. 7-18.9. Harper, P. & Harper, D. (n.d.) Four steps to powerful strategic alliances. Received 2018-10-14, from: 10. Horan, A. (2012). Joint Venture- Google & NASA [Blog]. Retrieved from 11. Hyder, A., & Eriksson, L. (2005). Success is not enough: The spectacular rise and fall of a strategic alliance between two multinationals. Industrial Marketing Management, 34(8), 783-796. doi: 10.1016/j.indmarman.2004.12.00812. Kumar, R. (n.d.) The Negotiation Academy. Negotiating Strategic Alliance Partnership.
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