By Francis Bidault (auth.)
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Additional resources for Managing Joint Innovation: How to balance trust and control in strategic alliances
Design and customization). As these few examples show, the potential for alliances is quite broad. It is obviously not limited to cooperation with competitors or even to key actors in the value chain (clients and suppliers). 1), current and potential. In their famous 1996 book titled Co-Opetition,8 Adam Brandenburger and Barry Nalebuff introduced the concept of the “complementor” as a key actor in the value net (or value network). Complementors are companies that supply products or services to customers that increase the value of another product in the customers’ eyes.
They proposed to replace the aging digital video disk (DVD) format with the advanced optical disk. 1 The use of blue light laser made it possible to store a lot more data on this new format than on the old. Consequently, it provided much crisper pictures on the television screen. But the alliance between Toshiba and NEC was not the only contender in this promising market. A couple of years prior to this, Sony and Pioneer (another co-development alliance) had already demonstrated a digital video recorder based on the blue light laser.
G. g. the computer maker ASUS), and it involves its own suppliers in joint development. Corning runs the whole gamut of alliances to cope with the multitude of challenges it is facing across its several businesses and their respective value chains. No company has no ally Most companies may not be as advanced as Corning, but no company can really afford to turn its back on alliances. The era of alliances It is precisely the goal of any company to create value and appropriate at least some of it.