Strategic alliances and competitive strategies in the European aerospace industry: the case of BMW Rolls-Royce GmbH

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

[img]
Preview
Text
187530_5170 Smith Postprint.pdf

Download (245kB) | Preview

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
Depositing User: EPrints Services
Date Added: 09 Oct 2015 10:59
Last Modified: 09 Jun 2017 13:46
URI: http://irep.ntu.ac.uk/id/eprint/21052

Actions (login required)

Edit View Edit View

Views

Views per month over past year

Downloads

Downloads per month over past year