Partnership purpose

This classification category goes to the fundamental reason for the partnership. The most important factor is whether or not you are trying to build new space as described in Chapter 18 and how you intend to do it. Creating space is not cost reduction, which has been the prime motivator of many mergers, including Daimler Benz and Chrysler, and Hewlett-Packard and Compaq. 

The classification method describes whether or not the purpose is to create new space and whether you are going to go it alone or bring on a partner to help you. Of course, creating new space is a more complex process than refining an existing role. Our view is that most partnerships are intended to refine current positions with lower cost or better service rather than to define new space. In many cases, the potential to define new space is not even considered. 

III Growth in the current chain Partners seek a better competitive position without creating new space in the supply chain Includes geographic expansion or partnering with immediate upstream or downstream companies 

II Single company/ new space Your company undertakes, on its own, an initiative to create new space in the supply chain Viable option if the company has the resources to undertake this alone Acme, our case study (Chapter 10), is an example 

1 Partners create new space The partnership forms with an explicit goal of creating new space A manufacturer teams with a distributor to offer an integrated just-in-time service 

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There are several joint ventures, such as the Multi Purpose Vehicles (MPV) that Ford, Nissan, and VW produce exactly the same vehicle with slight modifications. Ford, Seat, and VW also produce a common MPV and there are several partnerships, such as Rover engines being supplied to Proton, Ford, and Honda. Lada get their chassis from Fiat and their engines from GM. Mitsubishi build the Carisma in Holland in the same plant that Volvo build the S40. The Porche Boxster is assembled in Finland by the same company that assembles the Saab 9-3 cabriolet, and so on. One cannot be sure who owns the company that makes your car, where the components come from, and where it is assembled. What matters is that it meets your needs and expectations and this can only be achieved if there are some common systems in use in each of the countries, so that who owns who and who builds what becomes irrelevant to customer confidence. It is reported that within 20 years there may only be six vehicle manufacturers left in the world. ... 

We prepared our science advisors with training on how to interact effectively with teachers and students, and we developed an Education Resource Center where they could borrow both activity plans and equipment to help their teachers do interesting hands-on science activities in their classes. This resource center was stocked both with commercial educational materials, as well as selected surplus equipment. Computers turned out to be particularly popular items—we now loan out on an annual basis about 200 computers that are outmoded for our technical purposes, but that the schools are delighted to have. At the request of teachers, our science advisors have ended up doing many of the same things as the School Partnership participants. About 50% of them do at least some activities directly with students. Others provide help in understanding science content, coordinate access to the resource center, assist with science fairs, and provide support for teachers in a variety of other ways. 

In 1999, the Ministry of Research, in association with the Ministry of Industry, created the Fuel Cell Technological Research Network (PACo network) to contribute to French energy policy for the development of new energy sources. The purposes of the network were to foster creativity and innovation needed for the commercial development of fuel cells and to encourage public-private partnerships and facilitate interdisciplinary cooperation. In July 2000, the government launched CNRT (Centre National de Recherche Tech nolog ique) in Belfort-Montbeliard, involving the construction of a fuel cell test platform dedicated to transport applications. The fiiel cell test capacities have demonstrated power up to 200 kW. 

Koehn then discussed the idea of intramural funding, which he described as monies mobilized, identified, and deployed by an institution for a specific purpose. He offered examples of intramural funding projects on the university level and methods to make these projects more lucrative. Koehn believes that closer tracking of technology transfer will increase the commercialization of products. In addition, those who invest funds and seek a return on their funds should be involved in management decisions about projects. Lastly, these programs must be responsive to faculty and encourage partnerships between investors and scientists. 

In all FDA interactions—verbal, face-to-face, and in submissions— keep this principle of primary, genuine concern for public health and safety as an underlying theme. The result will be slow building of mutual trust into a true partnership. And, if concern for public health and safety is not your true primary purpose, you are in the wrong business. 

The PROHYTEC platform is built up in partnership with local industries involved in H2 production and academic laboratories. One of its main purposes is to be a place of fruitful exchanges so as to create an efficient framework for continuing and graduate educations in these technologies. 

At a minimum an electronic manifest within a set of samples must identify each sample uniquely and define the plate and well location. Individually labeled sample containers are essential for this purpose. 2D barcoded tubes are, as previously discussed, ideally suited to provide this functionality. In addition, to retrieve and store samples rapidly, modular devices from companies, such as TekCel (Massachusetts Hopkinton, AAA) or The Technology Partnership (Melbourn, UK), have become available, which may fit the medium storage requirements of pharmaceutical MS laboratories. In conjunction with... 

There are two fundamental ways an enterprise can execute a process. The first is unilaterally—the enterprise acts alone or at least is the dominant execution and governance agency in the process. The second is multilaterally—the enterprise acts in concert with others. Unilateral action is efficient but requires total command of all the resources and capabilities to execute and govern a process. Multilateral action is less efficient because it requires consensus building and coordination. However, multilateral action does not require total command of all the resources and capabilities to execute a process it is a strategy to accomplish stakeholder purposes with less. The intensely competitive and global pharmaceutical business environment places severe constraints on the resources available to a pharmacometrics enterprise to achieve and sustain success. The capability to act in multilateral partnerships with various stakeholders is a very effective means to achieve this success. Thus, the design of an effective pharmacometrics service should be assessed in terms of how... 

In the 1936 decision United States v. Butler m the US Supreme Court (SC) confirmed the federal power to tax for the purpose of providing funds for payment of the nation s debts and making provision for the general welfare (297 US 1, 56, 64 ff). Before this revolutionary decision, the constitutionality of a federal UI programme was in question. This may be one reason for the institutional design of the US UI system (namely a federal-state partnership) and the federal unemployment tax system.41... 

First, Nixon reiterated the theme of how the international system had moved beyond the rigid bipolar structure of the Cold War, and how the United States had to adapt its foreign policy to these changes. The fluidity of [this] new era of multilateral diplomacy offered opportunities for creative diplomacy. Second, Nixon tried to situate the coming breakthrough within the development of the U.S. role as world peacemaker the purpose was to work with other nations to build an enduring structure of peace. In pursuing this task, Nixon s new approach encompassed not only coexistence but also accommodation and partnership, which, at its fullest extent, encompasses adversaries as well as friends. ... 

Corporate compatibility What is the probability that the two organizations will mesh smoothly in terms of (1) culture, for example, both firms place a value on keeping commitments, constancy of purpose, employees valued as long-term assets, and external stakeholders considered important, and (2) business, for example, strategic plans and objectives consistent, commitment to partnership ideas, and wUlingness to change ... 

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