rategy to defeat the monopoly business in the global business within fraction of time, for example collaboration of Sony and Ericson.
这一时期，不断增长的国际营销正在成为常态，这些合作关系正在通过与国际合作伙伴的联盟来利用增长，在国际合作伙伴中，两家公司合并并获得竞争优势。他们通过许可协议、跨股东交易、合作安排和合资企业来实现这一目标。他们不是冒着风险，浪费时间，投入巨资来获得商业竞争优势，而是通过寻找一个在另一个国家的同一市场运作的合适联盟，进入国际市场。因此，他们进入了他们希望进入的市场，而这背后的主要原因是分享知识、技能和专业知识，并在世界上获得营销优势。它正在成为另一种在短时间内击败全球业务垄断企业的战略，例如索尼和埃里克森的合作。
In the view of traditional industry, firms are independent and emphasize on maximizing their own performance. As competition in the market shrinks the profits of firms, they do not rival always against one another. For instance, in 1983 Toyota and GM establish a horizontal alliance on a limited basis to accomplish different targets of manufacturing small cars in the US. The intention of Toyota was to gain knowledge of running business in the American market. On the other hand, Gm’s objective was to learn manufacturing small cars profitably.
从传统产业的角度来看，企业是独立的，强调自身绩效的最大化。由于市场竞争减少了公司的利润，他们并不总是互相竞争。例如，1983年，丰田和通用在有限的基础上建立了横向联盟，以实现在美国制造小型汽车的不同目标。丰田的意图是获得在美国市场经营业务的知识。另一方面，通用汽车的目标是学习如何制造小型汽车，并从中获利。
Sometimes high entry barriers discourage individual companies. In that circumstance companies can build strategic alliances and networks to level this fence.
有时，高进入壁垒阻碍了个别公司的发展。在这种情况下，公司可以建立战略联盟和网络来消除这种障碍。
Firms convert the relationship with suppliers to a mutual assistance and knowledge sharing, previously which was based on hard-bargaining. This liaison is known as upstream vertical alliance. In this case companies do not consider suppliers as threats.
企业将与供应商的关系转变为相互帮助和知识共享，以前这种关系是建立在艰苦谈判的基础上的。这种联系被称为上游垂直联盟。在这种情况下，公司不认为供应商是威胁。
In the same way, now, downstream vertical alliances can bind the central firms, buyers and distributors together rather than treating them as possible threats.
同样，现在，下游垂直联盟可以将中央企业、买家和分销商捆绑在一起，而不是将它们视为可能的威胁。
The market potential pushes the firms on alternative products to establish strategic alliance and networks to materialize the commercial prospective of new products.
市场潜力促使企业在替代产品上建立战略联盟和网络，以实现新产品的商业前景。
According to Resource-based consideration firms can get benefited from the alliance through value creation.
基于资源的考虑，企业可以通过价值创造从联盟中获益。
“First, alliances may reduce costs, risks and uncertainties. “首先，联盟可以降低成本、风险和不确定性。
Second, Alliances allow firms to tap complementary assets of partners. 其次，联盟允许企业利用合作伙伴的互补资产。
Third, alliances facilitate opportunities to learn from partners. 第三，联盟促进了向伙伴学习的机会。
Finally, “real option” an option is the right, but not obligation, to take some action in the future.” 最后，“实物期权”期权是在未来采取某种行动的权利，而不是义务
Real option gives the opportunity to the firms when they are not sure whether they will do acquisition or merge. The companies just need to pay a tiny portion of their assets (known as deposit). Through this temporary alliance they will judge its future profitability. If they are not satisfied, they can easily leave. There is no obligation to go on with this alliance or take further actions.
当企业不确定是否进行收购或合并时，实物期权为企业提供了机会。这些公司只需支付其资产的一小部分（称为存款）。通过这个临时联盟，他们将判断其未来的盈利能力。如果他们不满意，他们可以轻易离开。没有义务继续这一联盟或采取进一步行动。
Institutional based consideration includes two categories Formal Institutional based consideration and Informal Institutional based consideration.
制度性考量包括正式制度性考量和非正式制度性考量两大类。
According to Peng “Strategic alliances and networks function within formal regulatory and legal frameworks.” In some countries, Governments impose restriction on Whole Owned Subsidiaries. In that circumstance international firms have only one option, which is, to make an alliance with a local firm in order to enter that market.
根据Peng 的说法，“战略联盟和网络在正式的监管和法律框架内发挥作用。”在一些国家，政府对全资子公司施加限制。在这种情况下，国际公司只有一个选择，那就是与当地公司结盟以进入该市场。
Peng says “Informal institutions centre on collective norms supported by a normative and cognitive pillar.” When a firm decides to move on its own, it faces pressures and criticisms from peer, analysts, investors, and the media. In that situation firms make collaboration with other firms to enhance or protect its image in the
