Building Partnerships: Reinventing Oracle's Go-to-market Strategy

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Case

Reference no. IMD-3-1259

Subject category: Strategy and General Management

Authors: Carlos Cordon (International Institute for Management Development (IMD)); Ralf W Seifert (International Institute for Management Development (IMD)); Donna Everatt (International Institute for Management Development (IMD))

Published by: International Institute for Management Development (IMD)

Originally published in: 2003

Version: 23.07.2003

Length: 13 pages

Data source: Field research

Topics: Strategic partnerships; Alliances; Co-opetition; Mass partnering

Share a link: https://casecent.re/p/11621

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Abstract

The case charts the strategic shifts in the go-to-market strategy of Oracle Corporation with thousands of go-to-market partners, of varying sizes and business models, of which many were also their fiercest competitors. In the past, Oracle''s own sales force had played a dominant role in its go-to-market strategy, however the new millennium brought changing market dynamics, and thus partnerships were becoming increasingly important to Oracle''s success. Therefore, Oracle was forced to consider how to reinvent their partnership strategy.

Location:

Europe

Industry:

High-tech

Size:

Over 30,000 employees

Other setting(s):

2003