Airborne into Japan.

• Author: Brazier, Robert G.
• Position: Alliance between U.S.-based Airborne Express and Mitsui and Company Ltd.

The Airborne Express Japan alliance proves that a smartly crafted partnership can lead to strategic growth and prosperity.

While "Quality" and "Total Quality Management" will be remembered as the buzzwords of the early '90s business world, the term "partnering" and the concept of teaming with another organization to achieve mutually profitable objectives are clearly finding their place in the spotlight.

On the international scene, governments are demonstrating that alliances will be essential to expanding domestic economies as we head toward the next century and a more competitive global economy. The creation of the European Economic Community was the first indicator in this trend. With the passing of NAFTA, North American trade regulations and burdensome economic barriers will diminish. And President Clinton's attendance at the APEC conference in Seattle this past November is further testimony to the movement toward creating international business partnerships.

On a smaller scale, many U.S businesses are adopting a similar philosophy. Corporate downsizing compelled businesses to look for smarter ways of fulfilling their needs. At the same time, it's becoming increasingly evident that companies can no longer afford to compete in isolation.

In order to keep a competitive edge, businesses are focusing on their core competencies and collaborating with other companies to fill operational and support functions. Instead of pumping cash and manpower into a job in hopes that the investment will generate positive results, companies are strategically banding together to create win-win situations from which both sides prosper.

Any alliance, whether corporate or strategic, requires a strategic approach. At the onset of the relationship, companies must identify what they hope to achieve, individually and collectively, and what each brings to the alliance. Furthermore, each player must realize that it is accountable for maintaining the relationship. All parties involved need to be aware of the impact its actions generate -- both positive and negative.

Contrary to popular belief, individual parties do not have to enter into an alliance for identical reasons. Some companies may do it for geographic expansion, others may do it to increase product or service offerings, still others may do it for financial reasons. The point is, these differences have no effect on the success of the alliance as long as participants remain focused on its overall goals and...