The Hybrid Technology Alliance
Strategic alliances are agreements for cooperation or collaboration between our complementary businesses, with the ultimate result being a synergy where each party will benefit more from the alliance than from individual efforts alone – and serve our clients with a completely integrated approach to technology deployment.
By definition, a strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives while remaining independent organizations,
This type of partnership falls between mergers and acquisitions and organic growth.
Overall, our strategic alliances allow each of our partner to pool resources while concentrating on their competitive advantage and simultaneously growing their respective businesses and together serving our clients though integrated and sustainable architectures at a lower cost.
How our Partners Benefit
from the HTA, Strategic Alliances
Our Businesses enter our alliances with resources the other alliance members are looking for. These resources include our complementary products, distribution channels, development capabilities, funding and intellectual property. Other benefits include knowledge and expertise transfer, economic specialization and shared expenses.
HTA – Knowledge and
Resource Sharing
Pooling our resources increases the attractiveness of all our partners. A knowledge share can include anything from our marketing skills to management to branding to our expansive technical know-how.
The combination of these shared resources increases the value of each partner in a way that is not possible when each business acts alone. Knowledge and resource sharing often increases our client speed to market, reduces operational complexity and increases cost efficiency, and these benefits are directly shared with our clients.
HTA – Opportunities
for Growth
Our businesses can only sustain and grow organically until they reach a certain ceiling, which is determined by operational and financial capacity.
This organic growth might not be sufficient to satisfy the strategic growth requirements of management or stakeholders, meaning that a business cannot grow and extend itself enough without the expertise and support of an external partner. We are Partners in the true 21st Century sense – this is a direct benefit to our global client market.
HTA – Access to
Target Markets
Entering a new market for both the HTA and our clients almost certainly involves overcoming localized risk and operational hurdles. Often, forming an alliance with an “on the ground” or local partner is the only way to enter a specific market.
This is especially true when entering developing countries or countries with limited experience dealing with foreign businesses. In the US we are client facing with US resources but can access global development talent not limited by diminished capabilities in the US or any one country.
HTA – Economies
of Scale
When companies pool their resources and allow each other to increase development and distribution capabilities, economies of scale can be achieved.
Forming strategic alliances within the HA, with the correct partner and developing effective executional strategies also allows smaller businesses to compete against larger competitors. This is all passed on directly as a benefit to our clients.
HTA – Market/
GeoPolitical Risk
Businesses looking to enter new markets minimize their exposure to market and political risk by entering strategic alliances with businesses in their target markets. This is because the local business will have experience in and understanding of local laws, customs and the cultural climate in the target market. This type of partnership generally works best when the partners’ portfolios complement, but do not compete, with each other.
Other advantages of entering the HTA strategic alliances include accessing new technologies, R&D resources and IP rights, diversifying products and services, improving material flow and product lifecycle times, making operations more agile and reducing overhead and administrative costs.