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How should a company behave in a "multifaceted relationship," when a supplier, customer, or partner is also a competitor? This dilemma is faced by a growing number of firms, especially in high-technology and global industries. Aside from technology and globalization, trends in regulation, diversification, product characteristics, and outsourcing often lead to these multifaceted relationships. What are the methods for managing them? One response is "stay away or get out," but avoiding or exiting complicated relationships can be costly. Another method is to "divide and conquer"; by carefully partitioning the separate modes of interaction with the other firm, the company can act as if the multifaceted relationship does not exist. An alternative approach is to "centralize intelligence," either by having different departments or divisions that interact with the competitor keep each other informed, or by creating a task force or committee whose function is to pool all information about the relationship. It is simplistic to urge all firms to launch blithely into multifaceted relationships; but when such relationships are inevitable, companies that learn to live with and benefit from them can stake out a better position for the future.