Benefits and Risks of Strategic Alliances

------=_Part_137051_274634713.1695999686432 Content-Type: multipart/alternative; boundary="----=_Part_137056_364861120.1695999686432" ------=_Part_137056_364861120.1695999686432 Content-Type: text/plain; charset=UTF-8 Content-Transfer-Encoding: 7bit ============================================================ MarketingProfs StrategicB2B Today Inside: Your introduction to profitable strategic partnerships Read this issue on the Web. Just follow this link: ============================================================ You received this newsletter at this address ({EMAIL}) as part of your subscription to MarketingProfs.com, or because you subscribed to our newsletter. To ensure that you continue receiving our emails, please add us to your address book or safe list. Manage your mail preferences: If you prefer to no longer receive MarketingProfs StrategicB2B Today, you can always leave this list: Copyright 2000-2023 MarketingProfs LLC. All Rights Reserved. 1985 Riviera Dr, Ste 103-17 | Mount Pleasant, SC 29464 | (866) 557-9625 ------=_Part_137056_364861120.1695999686432 Content-Type: text/html; charset=UTF-8 Content-Transfer-Encoding: quoted-printable =20 Your introduction to p= rofitable strategic partnerships=20 =20 &nb= sp; = &zw= nj; = &nb= sp; = &zw= nj; = &nb= sp; = &zw= nj; = &nb= sp; = &zw= nj; = =20 =09=09 =20 =09=09=09=20 =20 [3D"MarketingProfs] =20 =20 =20 September 2023 =20 =20 =20 =20 [3D"Your]= d> =20 Strategic Alliances: Benefits and Risks A strategic alliance is a formal agreement between two or more organization= s to work together to pursue common goals and objectives. It involves a partnership in which the organizations share resources, exper= tise, and capabilities while collaborating closely to achieve mutual benefi= ts and competitive advantage. These alliances can be long-term or short-term and they may take various fo= rms, such as joint ventures, licensing agreements, distribution agreements,= research and development partnerships, and marketing collaborations. For example, in 2016, two technology giants, Microsoft and Adobe, formed a = strategic alliance to integrate their Cloud-based services, Microsoft Azure= and Adobe Marketing Cloud. The alliance aimed to provide mutual customers = with a seamless solution for creative advertising and data analytics. IBM and SAP have collaborated for five decades, since SAP's founding in 197= 2 by former IBM employees. The two firms have partnered to provide integrat= ed enterprise solutions aimed at helping companies boost efficiency and red= uce costs. The alliance combines IBM's expertise in infrastructure and inte= gration services with SAP's enterprise software to deliver comprehensive so= lutions to their mutual customers. It makes sense to be on the alert for possible strategic alliances. But how= do you evaluate an alliance under consideration? Well, like most things in business there are pros and cons. The Benefits of Strategic Alliances Strategic alliances have many benefits, including access to new markets, sh= ared resources and expertise, cost savings, and competitive advantages. 1. Access to New Markets Strategic alliances can provide a B2B company with access to new markets an= d customers it may not have been able to reach independently. Accessing new= markets can help expand the customer base and increase revenue potential. For example, if you have a strong brand, it could be attractive to other br= ands that want to partner with it through co-branding or brand alliances. With co-branding, two brands from separate organizations m= arket a new brand together. Co-branding allows each brand to grow, become m= ore profitable, and enhance brand loyalty while appealing to the same custo= mer base. A brand alliance is a partnership between two brands with = common strategic goals. Consider, for example, the alliance between Uber an= d Spotify. [Read More = 658;](3D") =20 =20 =20 =09=09=09=09=09 [3D"Allen] MarketingProfs founder and CEO, positioning consulta= nt, and emeritus professor of marketing =20 =20 =20 =20 =20 =20 =20 =20 =20 =20 =20 [3D"Join] It's Almost Here! MarketingProfs B2B Forum= It's right around the corner... your ultimate destinatio= n for discovering how to drive growth, elevate brand reputation, prove ROI,= and stay ahead of the ever-changing marketing curve. [= Featuring dozens of sessions, workshops](3D"=), shenanigans, and more. [Register before it's too late ►](3D")= =20 =20 =20 =09 =09=09=09 =20 =20 =20 =09=09=09 =20 =20 =20 Resources =20 =20 =20 [3D"Article"] [How Should You Test Y= our Marketing Strategy?](3D") [Article] =20 [3D"Article"] [How to Create Success= ful B2B Relationships](3D") [Article] =20 [3D"article"] [Your Guide to Co-Mark= eting](3D") [Article] =09 =09=09=09=09=09 [3D"Article"] [Five Rules for Better= Marketing Partnerships](3D") [Article] [3D"article"] [How to Be a Strategic= Technology Partner: Bridging the Knowledge Gap](3D") [Article] [3D"article"] [Partnership Brand Mar= keting—It's About Distribution Channels](3D") [Article] =09=09=09=20 =20 =20 =20 =09=09=09 =20 Your Strategic B2B Team Your team for this issue (in alphabetical order): Megan C= ordero, production director; Vahe Habeshian, publications director; Allen W= eiss, MarketingProfs CEO and B2B Positioning Messaging Consulting lead.= d> =20 =09=09=09 =20 =20 =20 [3D"=](3D"=) Copyright © 2000–2023 MarketingProfs, LLC All Rig= hts Reserved This email was sent to {EMAIL} as part o= f your MarketingProfs subscription. If you prefer to no longer receiv= e MarketingProfs Strategic B2B Today, you can always [leave this list](3D"). =09=09=09 Did someone who cares about you forward this to you? [Subscribe here](3D=) to get your own copy. MarketingProfs, LLC | 1985 Riviera Dr, Ste 103-17 | Mount Pl= easant, SC 29464 | (866) 557-9625 =20 ------=_Part_137056_364861120.1695999686432-- ------=_Part_137051_274634713.1695999686432--