Partnership horizontal

The horizontal partnership is one that does have overlapping capabilities between participants. The combination of two telecommunications providers, one focused on wireless and one on long distance, is an example. Clicks and bricks combines two retail channels — the Internet and the face-to-face retail outlet — to market the same products. Such partnerships might be motivated by a number of factors. Examples include the need for greater geographic coverage or to provide the critical mass to be competitive. 

A horizontal combination, as described in Chapter 17, means that each partner is at the same echelon. Partner capabilities will overlap. An example is two wholesale distributors partnering to offer increased geographical coverage. Hewlett-Packard and Compaq, as well as Daimler Benz and Chrysler, are examples of horizontal partnerships. 

The partnership type described is the "Jointly Owned Nuclear Operating Company" or JNOC. In JNOCs, "coequal" partners form a partnership entity to manage operations and maintenance activities for several nuclear power plants. Using our vocabulary from Chapter 16, this is an example of a one-to-one, horizontal partnership combination. This chapter raises issues regarding top management and fxmctional support addressed in Chapters 11 and 12. It also addresses the problems of cost documentation and savings sharing covered in Chapter 25. 

Bacteria and eukaryotes have many mutualistic associations, however a symbiotic partnership requires the bacteria to transfer to future host generations with fidelity. This requirement is generally met by either vertical or horizontal symbiont transfer. Vertical transfer is the direct transfer of symbionts to host offspring via the host s reproductive system, whereas horizontal transfer involves host s releasing cells into the environment, and subsequent host offspring infection by released bacteria. 

The expanded roles of remaining participants (shaded areas) encompass new capabilities. These are often the result of horizontal and vertical partnerships as described in Section 17.5. By implication, several former members of the chain have exited, and perhaps have gone out of business... 

Figure 19.2 illustrates horizontal and vertical partnerships. Vertical partnerships reflect the trend toward consolidation in many supply chains to reduce the complications that go with too many participants and to make the supply chain faster in its response to changes. The evolving model of the supply chain described in Chapter 18 forecasts more growth of partnerships in the vertical direction. In these cases, fewer players perform more supply chain functions, capturing a greater share of supply chain value. 

Partnership classification A classification of partnerships has three dimensions purpose, direction, and choice. The purpose defines whether or not the partnership creates new space. Direction refers to the supply chain. Horizontal means partners are at the same echelon. Vertical is a partnership along the supply chain — probably between customer and supplier. Choice refers to the relative strength of each partner. A many-to-one means your company has many competitors and is seeking a partnership with a dominant partner. 

The potentials benefits to be gained through this joint working force led to the development of several horizontal networks, which were created by the small and medium-sized supermarkets. Retail stores were one of the pioneers of this partnership form. The success of the first experiences in the retail sector led to the appearance of similar initiatives in areas such is drugstores, construction materials, butcher shops, bakeries and others. 

Unit of ana lysis Six business networks of small and medium-sized supermarkets with knowledge and experience in horizontal formation partnerships... 

The evidence provided by this research study reinforces the idea that the creation of these partnerships or network unions is motivated by the potential to purchase cheaper products from the supphers. A supermarket becomes a member of a horizontal network to start purchasing cheaper products. Cheaper products are available as a result of the higher volumes that can be acquired jointly, leading to lower costs (economy of scale). Horizontal networks essentially... 

While the research demonstrates that horizontal networks in the supermarket sector are an interesting idea and could serve as an important alternative for the sustainabihty of small and medium-sized supermarkets, the study also showed that it is not simple to transform this joint action into reality. This type of partnership requires a high level of maturity among the key partners to surpass the many barriers of working with competitors. 

Horizontal networks in the international supermarket sector are quite developed and advanced. The dissemination of the horizontal networks in Denmark happened in the 1930s and today they are in a mature apprenticeship phase. Other European countries have cdso reached the point of mature partnerships with a high degree of sophistication. Their processes are professionalized, there is clear communication cuid commitment among the partners cuid they develop all business... 

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