the common goals have been achieved, the other partner can decide to continue the project on its own. This happened when Saab decided to continue with the designing of a commuter aircraft (SF-340), after the partner Fairchild had to cancel the alliance because of internal problems. After Fairchild left the project it was named Saab 340. Takeover of partner: Many equity alliances end by mergers and acquisitions that one partner buys out the stake of the other partner. This may even have been foreseen from the very beginning to grant an sales and/or put option. Strong companies sometimes have the opportunity to take over smaller partners. If one firm acquires another the strategic alliance comes to an end. After almost ten years of cooperation in the field of mainframe computers a British computer manufacturer, named ICL, was taken over by Fujitsu in 1990. Further reading Nevin, Mike (2014). "The Strategic Alliance Handbook. A Practitioners Guide to Business-to-Business Collaborations" Gower Publishing Limited. Lunnan, Randi, and Sven A. Haugland. "Predicting and measuring alliance performance: A multidimensional analysis." Strategic Management Journal 29.5 (2008): 545-556. Niederkofler, Dr. Martin. "The Evolution of Strategic Alliances." Journal of Business Venturing. 1991, 6. Pekár, Peter, and Marc S. Margulis. "Equity alliances take centre stage ." Business Strategy Review 14.2 (2003): 50-62. References External links Example of complex alliance structure Paper explaining multilateral alliances. Business terms de:Unternehmensverbindung#Strategische Allianz