 Concurrence et partenariat: le cas de la stratégie relationnelle du " micro-groupe " Tordo-BelgranoJean-Claude Juhel ()
Post-Print from HAL Abstract: Relational strategies are based, not on the law of competition in the usual sense, but on a network of privileged relations set up by the firm with some partners from its environment. That is why they are often thought to be responsible for situations of dependency or domination whereby the law of the free market is distorted. However, contrary to the claims of neo-classic theory, marketing is not always the most efficient activity -transactions incur costs that must be taken into account in your economic choices for fear of inefficiency. The middle-sized industry concerned is a very good example in that respect. Managers have always assessed the risk of dependency between firms and would-be subcontractors and compared it to the bureaucratic risk of activity internalizing. The externalizing policy of the group allows it to cater to customers' needs in terms of products on offer, quality and quantities required, competitive prices and delays to be respected, all the while focusing on its specific know-how, which results in productive efficiency. Keywords: Strategy; competition; partnership; externalization; micro-group; subcontractoring.; Stratégie; concurrence; partenariat; externalisation; microgroupe; sous-traitance. (search for similar items in EconPapers) Published in La Revue des Sciences de Gestion, 1998, 174, pp.21-37 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00664635 Access Statistics for this paper More papers in Post-Print from HAL |
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