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Essay / Research Paper Abstract
This paper discusses strategic alliances made by General Motors Corporation, and how those alliances provide more benefits than do forming wholly owned subsidiaries in different companies. The paper also discusses how GMC partners benefit from such an alliance as well. Bibliography lists 5 sources.
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6 pages (~225 words per page)
File: D0_MTgmalli.rtf
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then hire local employees to round out the bill. Doing business internationally in this manner, however, can be costly, particularly if a company is unaware of the market it is
entering. General Motors Corporation (GMC), one of the "Big Three" U.S. automakers, found this out by attempting to crack the Asian market. But in the late 1990s, an older and
wiser GMC cut its losses and decided to rely on strategic alliances with Asian - and European - partners to sell cars and reduce costs, rather than attempting to do
it all alone. Basically, the reason why any company enters into an alliance with another is to get its product delivered without
incurring huge costs inherent with starting a company or subsidiary in a particular location, particularly if that location is overseas. For one thing, different countries have different consumers who also
have different needs. For another attempting to promote to different markets can be a strain on a particular company. As a result, a strategic alliance can help acquaint one partner
to the needs of the consumer market in another country. This has been the case with GMC. For example, GMCs goal is to ". . . be on the podium
in every Asia/Pacific market in which it is a player. But the auto maker is acutely aware it cannot do it alone, and its brands do not attract much attention
in many Eastern markets" (Priddle, 2002, p. 44). This is why GMC has turned to alliances, with its goal of
20 percent market share in Asia/Pacific by 2005 (Priddle, 2002). Before such alliances, as mentioned before, GMC was losing money on a regular basis (Priddle, 2002; see also White, 2001).
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