Alliance Party

A rough estimate is that alliances put together without any training will deliver meaningful results for one or both parties in perhaps three out of ten relationships. If the helper is well trained, the success rate rises to around seven out of ten. If the learner is also trained, both parties are likely to record significant benefits in nine out of ten relationships. If third parties are also trained to support the relationship, the success rate may be even higher. 

Nicholson, Danzon, and McCullough (2002) examine the relationship between alliance payments and product features as related to the characteristics of the parties. They hnd that biotechnology companies signing their hrst deal receive a 60% discount relative to hrms that signed at least two prior deals, controlling for product characteristics and some measure of the rights transferred. Also, the discount for inexperience declines to 30% on a biotech hrm s second deal and is insignihcant for subsequent deals (pp. 5-6). 

The Sabah Alliance had none of the stability of its West Malaysian equivalent. It was torn by the then debate between Lee Kuan Yew s Malaysian Malaysia and Kuala Lumpur s model of racially defined parties accepting Malay primacy in return for guaranteed participation in government. Each of the Sabah parties had ambitions to become multi-racial, but on different presumptions. UPKO and UNKO competed over their different understandings of what indigenousness meant, while UPKO also competed with the Sabah Chinese Association (SCA), as SANAP had renamed itself under pressure from the Malayan Chinese Association, for the support of Chinese, many of whom had long and harmonious associations with KDs. 

In either of these cases pursuit of the development may become irrelevant to the business case of one or other partner. Alternatively the asset itself may not perform well in the clinic or may be found to have long-term toxicity problems. This last issue is the most common reason for disengagement of parties in an alliance and is usually dealt with by following the course set down in the contract for that eventuality. 

Strategic alliances formed with other parties for both R D and exploitation of an opportunity (see also Section B, 1.3 and Section C, 3.5). 

The RIIA and the IPR s "alternative" posture was a retreat under fire from an imperial position in the Far East to an alliance with the Great Han chauvinists of the Communist Party of China. Any suggestion that an actual policy difference intervened between the "hidebound reactionary" Winston Churchill and the openly pro-Maoist Victor Farmer of the RIIA s Far Eastern Group, is made silly by the role of Jardine Matheson s John Henry Keswick. 

On the other hand, can the international community afford to rely on unilateral action, ad hoc mechanisms and shifting alliances when it comes to addressing long-term security concerns Should it not use the capacities that the States Parties and the OPCW Technical Secretariat have developed since 1997 as one of the tools to address these new challenges Can we afford to improvise and to create new machinery every time the nature of the threat changes ... 

The WHO, in conjunction with an alliance of interested parties, has adopted the SAFE strategy to combat trachoma. The four components of this strategy include ... 

Improving plant specialization and swapping products. An alliance for joint production planning can improve the specialization of the partners plants and therefore promote longer production runs and increased output for the parties involved. Such an alliance would certainly have to include an agreement to swap products as needed. For high-density polyethylene players, this approach could lead to improvements in the order of a 1 percent return on sales. 

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