“同行是冤家”。然而,在市场竞争激烈的情况下,精明的企业家逆道而行,与竞争对手合作,变“冤家”为“亲家”。在当今全球企业界出现的这种与竞争对手共舞的现象被商家称之为策略联盟,即竞争性合作。早在1982年,美国通用汽车公司买下日本五十铃汽车公司34%股权,为该公司以后一连串的企业联盟行动开了先河。为什么世界最大、当时经营也极为成功的通用汽车要打破公司的疆界,与其它企业乃至原先的对手结盟,使自已公司的运营和策略为外人所知呢?这是由于世界市场的竞争愈来愈激烈。企业必须相互交流信息及各种技术知识,以维 “Peers are homes”. However, in the face of fierce market competition, savvy entrepreneurs go in the opposite direction and cooperate with their competitors to change their “home” relationship. This phenomenon of dancing with competitors in today’s global business community is called by merchants as a strategic alliance, that is, competitive cooperation. As early as 1982, General Motors of the United States bought a 34% stake in Japan’s Isuzu Motors, setting a precedent for the company’s subsequent series of corporate alliances. Why is the world’s largest and then extremely successful GM to break the company’s boundaries, align with other companies and even its former opponents, make their own company’s operations and strategies known to outsiders? This is due to the increasingly fierce competition in the world market. fierce. Enterprises must exchange information and various technical knowledge with each other