Improving strategic partnership with research and development in telecommunications business

Abstract

This thesis has gathered information about strategic partnerships related to original equipment manufacturing spectrum. The goal of the study is to define how research and development can improve strategic partnerships in telecommunication business. Attention is paid also to the instruments available, and their functionality. The research gives a view over the theories which have a significant effect in the partnerships. A case partnership solution is introduced and analyzed according to the theories and earlier company performance. Conclusions are drawn from the past performance and from the professional specialists of partnerships and research and development operations. The conclusions are not applicable in telecommunications business as universal laws, but give some guidance to operating research and development tools within the industry. -The purchaser-vendor classical arrangement is reviewed starting from subcontracting and outsourcing and reaching to strategic partnership arrangements. Differences and similarities are pointed out. Concepts value added and industry value chain are introduced from the strategic partnership role perspective. Networking is part of the partnership strategy demonstrated. Cooperation process is presented from the partnership and product development perspective. -The research points out the top management level commitment. The operational level reflects the management commitment and how the management has succeeded in expressing the commitment. Flexible and capable employees ensure continuous information flow, which is a necessity for partnerships. Trust is part of company and employee partnership commitment. Partnerships have to be taken seriously, any experimental approach will not support continuous development of customer satisfaction. -Strategic cooperation is a long-term investment which is not characterized by increased revenues and lower prices. The collaboration focuses on cultural learning, new market areas, joint strengths and well-known product/technology. This is very different from reaching for margins in short term. It is also a strategic decision which the company must commit to once it has been developed. The strategy labels the operations involved. If the strategy is not in line with operations, the partnership will first disprofit and then fail. The product developed in partnership has to be a real option for customers, otherwise it will end up unattractive and of no effect. /Kir10

Työssä käsitellään tuotekehitystä alkuperäisvalmistajan toimittamien laitteistojen (Original Equipment Manufacturing, OEM) osaltatelekommunikaatioliiketoiminnassa.