The development of alliances: a coopetition approach

The global market is expanding into an increasingly competitive regime, fueled by increasingly demanding customers who confront companies with more challenges. Faced with the scarcity of resources, which we know are limited, and the need to satisfy these ever-increasing demands, companies seek new ways to stand out. It is based on these premises that coopetition strategies emerge, which can be defined as a business relationship that simultaneously involves cooperation and competition, in a balanced game of creating and capturing value. The present study seeks to understand the management of tensions over the development of a strategic alliance. The paradox requires the natural existence of some friction. This research seeks not only to know what types of tensions emerge, but at what stages and how they are managed. The objective of the study was conceived through a qualitative case study of exploratory nature in the Shipping sector – 2M alliance (MSC and MAERSK). Data collection included continuous participant observation over 5 years of effective work in one of the companies focused on research. The study is also supported through structured interviews, conducted with senior administrative, operational and commercial personnel from both companies, allowing a better understanding of this topic. In short, the results produced by the research clearly demonstrate it is possible to create value through coopetitive dynamics, depending on the ability to adopt a receptive mindset to this new reality. It is possible to reconcile common interests with private interests.