Over time, networks have competed with each other, while suppliers, complements, competitors and even the customer have been able to contribute to the innovation process in a new and surprising way. In addition, companies no longer cared about managing cooperation and individual links. They were now managing their position on the network. And both parties can offer an optimized service to our customers. Strategic partnerships for integration can include agreements between hardware and software manufacturers or agreements between two software developers who collaborate to ensure that their respective technologies cooperate in an integral (and not always exclusive) manner. Traditionally, large pharmaceutical companies have been excellent portfolio builders. In the early stages of the industry, these companies often collaborated with small biotech companies to assimilate knowledge and patents in the most efficient and effective way. While in the beginning conflicts were frequent — small biotechs often felt “deprived” of their most important resources — cooperation continued. Effective portfolio management models have been key to this success. Some good examples of strategic partnership agreements between brands, which you may have heard of, are starbucks` Barnes & Nobles bookstore stores, hp and Disney ultra-high-tech mission: space attraction, as well as the partnership agreement between Nokia and Microsoft for building Windows phones. Below is a brief description of the four main types of collaboration we know today (alliances, portfolios, innovation networks and ecosystems) and their importance. Referral agreements are probably the most fundamental and informal type of strategic alliance, but strategic marketing partnerships can be much more complex.
A project schedule can be entered as soon as the parties agree that a proposal can be formalized. Such a timetable will not have an effect (and will be part of it) within the framework of the cooperation agreement until it has been agreed and signed by all parties. The project schedule usually contains that cooperation is not everyone`s business. Before deciding to invest in building alliances, portfolios, innovation networks or demanding ecosystems, a company must ask itself: “Do these means justify the end?” In other words: “Does the innovation partnership align with my company`s strategic objectives?” To answer them, and before continuing, I will leave you some excerpts from Robert Porter Lynch`s “Strategic Alliance Best Process Workbook”. While this work was published in 2001, its principles are now just as relevant. Here are the most important terms that normally appear in a cooperation agreement: once you have found a strategic partner with whom you can work, you must establish and sign a proposal or strategic partnership agreement with them….