Abstract
In times of crisis, many firms decide to implement cooperative strategies, e.g., by entering into a classic bilateral alliance or by participation in a network. Such a decision was taken by the RAPZ’s Management Board, a medium size engineering company. In the period from August 2009 to September 2010, the firm signed four, complementary in nature, bilateral alliances. The selection of partner companies was preceded by their comprehensive analysis. The agreements concluded brought several benefits to the RAPZ, not least of which was the opportunity to strengthen the business. Due to cooperation, the company’s sales rose by approximately 15 %. It allowed the company to increase its market share, and thus to improve the competitive position of both RAPZ and its alliance partners.
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Sroka, W., Hittmar, Š. (2013). Management of an Alliance Network in Practice. In: Management of Alliance Networks. SpringerBriefs in Business. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-34246-2_6
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DOI: https://doi.org/10.1007/978-3-642-34246-2_6
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Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-34245-5
Online ISBN: 978-3-642-34246-2
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