3. Prevenir posibles lastre. Cuando

3. Prevenir posibles lastre. Cuando en una alianza una de las partes supone una carga, por los recursos o por las habilidades, el impacto sobre los objetivos de negocio pueden suponer un riesgo significativo, poniendo en peligro el desarrollo de la alianza y la verdadera estrategia. Es importante averiguar la debilidad de un posible socio, tanto en lo relativo a la financiación como a su posición estratégica en el mercado, y el desempeño de dicho socio en alianzas anteriores, y si nos sigue resultando interesante plasmar por escrito nuestra condiciones, para prevenir futuras sorpresas no deseadas.

4. Posibles complejos. Si las empresas tienen un tamaño parecido, la relación entre ellas será fluida y ayudará a la cooperación. Pero si los tamaños son muy diferentes, pueden surgir sentimientos de inferioridad, al percibir la pequeña un intento de control de la grande.
Si el grado de ajuste organizativo es muy dispar, puede suceder que el socio más grande perciba a su socio más pequeño como poco profesional, por ello se hay que evaluar si se puede trabajar juntos, con esas diferencias de tamaño, y definir los cometidos de cada uno.

Resultat (engelska) 1:

3 prevent possible ballast. When an Alliance Party a burden, resources or skills, the impact on business goals may present a significant risk, endangering the development of the Alliance and the real strategy. Is important find out the weakness of a possible partner, both in it relative to the funding as to your position strategic in the market, and the performance of said partner in alliances earlier, and if us continues resulting interesting capture by written our conditions, to prevent future surprises not press. 4. complex possible. If companies have a similar size, the relationship between them will be smooth and will help cooperation. But if the sizes are very different, may arise feelings of inferiority, sensing an attempt to control the large small.If the degree of organizational adjustment is very uneven, can happen that the largest partner perceives his partner as unprofessional, so smaller is must be evaluated if you can work together, with these differences in size, and define the responsibilities of each.

Resultat (engelska) 2:

3. Prevent possible ballast. When a party alliance is a burden, for resources or skills, the impact on business objectives can pose a significant risk, endangering the development of the alliance and true strategy. It is important to find out the weaknesses of a potential partner, both in terms of financing and its strategic market position and performance of the partner in previous alliances, and if we still find it interesting to capture in writing our conditions, to prevent unwanted surprises in the future.

4. Possible complex. If companies have a similar size, the relationship between them will be smooth and will help cooperation. But if the sizes are very different, there may be feelings of inferiority, sensing the small an attempt to control large.
If the degree of organizational fit is very uneven, it may happen that the biggest partner perceives its smaller partner like professional little, it is necessary to assess whether you can work together with those differences in size, and define the roles of each.

Resultat (engelska) 3:

3. Prevent possible Ballast. When one of the Parties in an alliance is a Burden, resources or skills, the impact on the business objectives may pose a significant Risk, endangering the development of Partnership and genuine Strategy. It is important to find out the weakness of a possible Partner, both in terms of financing and its strategic position in the market, and the performance of the previous Alliances Partner, and if we still interesting in writing our conditions, to Prevent Future unwanted surprises.4. Complex potential. If firms are of similar size, the relationship between them will be smooth and support Cooperation. But if the sizes are very different, there may be feelings of inferiority, to perceive a small attempt to control the Big.If the degree of Organizational adjustment is very uneven, it may happen that the Bigger Partner perceive your partner more small as unprofessional, it must assess whether they can work together, with the differences in size, and define the responsibilities of each.