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Smith, D. 
ORCID: 0000-0001-7359-8451,
2003.
Strategic alliances and competitive strategies in the European aerospace industry: the case of BMW Rolls-Royce GmbH.
European Business Review, 15 (4), pp. 262-276.
ISSN 0955-543X
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Abstract
Strategic alliances are an important feature of the aerospace industry and there have been many studies that have sought to evaluate their performance. Most have taken a policy perspective exploring the economic and political benefits claimed for collaboration of this type. The perspective is a reflection of the political origins of many aerospace alliances. This study seeks to evaluate, from a managerial perspective, one of the newer alliances established on a strictly commercial basis,. It focuses on BMW Rolls-Royce GmbH, one of a small number of truly European alliances. The study concludes that although Rolls-Royce bought out its German partner after a decade of operation, the alliance was a success. The two engines developed by the alliance over this period were a technical success, overall sales were well on target and the alliance was about to break even. In addition, the study concludes that the alliance formed a key element in Rolls-Royce‟s successful strategy to extend its product portfolio, a strategy that elevated the company to second place in the global aero engine market.
| Item Type: | Journal article |
|---|---|
| Publication Title: | European Business Review |
| Creators: | Smith, D. |
| Publisher: | European Business Review |
| Date: | 2003 |
| Volume: | 15 |
| Number: | 4 |
| ISSN: | 0955-543X |
| Divisions: | Schools > Nottingham Business School |
| Record created by: | EPrints Services |
| Date Added: | 09 Oct 2015 10:59 |
| Last Modified: | 09 Jun 2017 13:46 |
| URI: | https://irep.ntu.ac.uk/id/eprint/21052 |
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