It is at this stage in the life of a strategic alliance that an internal structure emerges under which its functions develop. During its existence, the Alliance itself will become a separate new organization with members of the original companies, with the goal of achieving all of the objectives set previously and improving the Alliance`s overall performance, which will require effective structures and processes and effective, solid and reliable leadership. The budges must be interconnected, as well as the resources that are the most strategically important, and the Alliance`s performance must be evaluated and evaluated.   As a general rule, a strategic alliance will no longer have a partnership legal entity, agency or corporate partnership. Typically, two companies form a strategic alliance when each company has one or more business resources or has expertise that helps the other by improving its activities. The success of an alliance depends in large part on the effectiveness of coordinating the capabilities of the companies involved and the total commitment of each partner to the alliance. There is no uncompromising partnership, but the benefits must outweigh the disadvantages, as alliances are made to fill gaps in the capabilities and capabilities of others. Poor target orientation, performance metrics and a clash of corporate cultures can weaken and limit the effectiveness of the alliance. Some key factors that need to be taken into account in order to manage a successful alliance are:  There are several ways to define a strategic alliance. Some of the definitions emphasize that partners do not create a new legal entity, i.e. a new company.
This excludes business start-ups, such as joint ventures, in the area of strategic alliances. Others see joint ventures as possible manifestations of strategic alliances. Some definitions are given here: Some types of strategic alliances are: Different terms have been used to describe forms of strategic partnership. These include « international coalitions » (Porter and Fuller, 1986), « strategic networks » (Jarillo, 1988) and, more often than not, « strategic alliances. » The definitions are just as different. An alliance can be considered « a set of forces and resources for a set or indeterminate period to achieve a common goal. » The analysis phase sets performance targets for the partnership. These objectives are used to determine the general skills of the business that are needed. During the selection phase, these performance objectives are used as criteria for evaluating and selecting potential alliance partners. The most frequent activities related to the analysis phase are:  There are seven general areas where alliances can be leveraged.  Partners can deliver the strategic alliance with resources such as products, distribution channels, manufacturing capabilities, project financing, capitalization, knowledge, expertise or intellectual property. In the 1970s, strategic alliances focused on product performance. The partners wanted to obtain the best quality raw materials at the lowest possible price, the best technology and better market penetration, while the focus has always been on the product.
The alliance is a cooperation or cooperation that aims to create a synergy in which each partner hopes that the benefits of the alliance will be greater than those of individual efforts.