TABLE OF INDEX
I. FOREWORD
II. DEFINITION OF STRATEGIC ALLIANCE
III. ALLIANCE BETWEEN EIH LTD AND HILTON INTERNATIONAL
a) Cause for Alliance
b) Value Creation and Capture Strategies
c) Micro and Macro Change
d) Chunking
e) Strategic Leadership
f) Power Bases
g) Total Quality Management
IV. REASONS FOR FAILURE
a) Organisational Culture
b) Lower Returns
c) Aggressive Expansion
d) Promotion
V. RECCOMENDATIONS ( C-H-A-N-G-E )
VI. CONCLUSION
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I. FOREWORD
It has been always seen that the corporate units are reaching revolutionised, to over come the changing technology, globalisation and financial slouch. This would lead the directors of the business towards sudden changes in their strategies of business. Production units always try to make greatest market share in terms of money value and always try to increase the number of consumers. This can be achieved only through making change in the strategies of trade. Conversion from one type of industry to another and alliance with the other leading industries to recognize their strategy would be important among them. Buying other production or merger with another production unit can be other ways to boost the gain and earnings. Incremental change could be also one among them. Strategic change is the “orchestrated redesign of the genetic architecture of the co-operation, achieved by working simultaneously-although at different speeds-along the four dimensions of Reframing, Restructuring, Revitalisation and Renewal.” Gouillart F. and Kelly J. (1995)
East India Hotel LTD’s (Trident - Oberoi hotel group’s another Brand) alliance with The HILTON International is examined in this paper. This essay would elaborate the reason for alliance, reason for failure, recommendations and strategic change of the alliance between above mentioned groups. “The Oberoi is a group of luxury hotels under the brand name...