BRICS International Alliance: Strategies for Sustained Success

This essay explores the recent formation of the BRICS international alliance, comprising Brazil, Russia, India, China, and South Africa, and evaluates its potential for success and failure. It highlights the dominance of the Chinese economy, the limited mutual financial interests among member nations, and the fundamental similarities that may hinder collaboration. The essay also acknowledges potential successes such as competition in third markets and cultural diversity. Furthermore, it discusses key strategies for maintaining a successful alliance among global firms, including selecting appropriate partners, sharing information transparently, negotiating deals with risk and benefits analysis, and forming realistic agreements. The conclusion emphasizes the importance of these strategies for maximizing the benefits of international partnerships.

Running Head: FORMATION OF AN INTERNATIONAL ALLIANCE – BRICS
1
Recent Announcement of the Formation of an International Alliance – BRICS
Name:
Institution Affiliation:

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Introduction
An example of the recent global alliance could be the BRICS. BRICS refers to the name
of union of rising economies that consist of different nations that include Russia, India, Brazil,
China, and together with South Africa. With the omission of Russia as a country in the alliance,
the other members are all from developing nations around the globe (Gladun, 2017). BRIC is the
letter that originally represents four countries before those countries were joined by South Africa
to make the alliance to be called BRICS. The union is currently the third biggest after union of
EU together with the US. Besides, members of BRICS differ in many things and it makes their
operations to differ both in financial as well as in gaining political supremacy.
Predict its likely success or failure of BRICS
The alliance had mixed fortunes in different countries that came together to work with
similar objectives. The failures of the alliance might be many compared to the success it has
brought to the member nations. For instance, the Chinese economy has been dominant in most
regions. The supremacy of the Chinese financial status with its functions in trade dealings will
make BRICS to be like an association that was formed to help China in progressing in its
operations rather than helping every nation within the coalition (Maleshin, 2016). Besides,
BRICS nations do not have sufficient mutual financial interests. Here, trade amongst the
countries that formed the alliance is currently less than three hundred and twenty billion dollars
annually. Their business operations with the US together with EU are six point five times higher.
China’s trade with other nations around the global nation will rise higher than other nations
within the BRICS (Sahu, 2016). Members are too similar in various fundamental areas. All
associates of the alliance excluding Russia will hold massive foreign reserves and have low

FORMATION OF AN INTERNATIONAL ALLIANCE – BRICS 3
external debt. Apart from Russia, other nations will profoundly incorporated into buyer
production of goods with the west allying to fail in working as a team.
Alliance will have some of the success in the operations of member states. For instance,
members of BRICS will compete with third markets. The competition brought by associates in
the alliance will be useful as it will ensure that every nation is able to offer good brands to the
international markets (Gladun 2018). BRICS will lead to a diversity of cultures. It will help in
improving economic development, ideologies for operations, defining poverty, and other cultural
disparities (Gladun, 2017). The diversity of culture will make it possible for different nations
within the alliance to learn from one another concerning the priorities that are vital for
productive sharing of experiences.
What can be done to maintain a successful alliance among global firms?
In the process of striking a new business deal or partnership, or building a coalition
authority that help nations within the union to benefit in various ways. The key strategies of
creating successful partnership comprise of a selection of appropriate partners for the intended
targets. The idea can help in improving how every partner meet their strategic alongside
operational targets (Shtatnov, 2012). The other strategy to be considered is the sharing of the
right information during the process of allying. There is a need for every organizer to share the
motive of alliance with every targeted member without hiding any motive that they have in the
process of operating as a team. Moreover, negotiation of a deal that comprises of risk and
benefits analysis can be essential in the formation of a successful partnership. The alliance can
succeed in its operations by having appropriate structure, process, approach, and metrics, along
with the strategic commitments to make alliances work from the highest levels in the
organization. The other key strategy for the formation of an alliance with global firms is the idea

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that there is need to form realistic agreements on the time to market as well as corporate
expectations (Saebi, 2016). The idea can help in improving how companies fit in operations and
how they plan and manage their expectations as to what outcomes could be expected when they
come together.
Conclusion
It is evident from this discussion that BRICS may have several successes and failures
among parties involved. Therefore, in the process of striking a new business deal or partnership,
or building a coalition authority, the people of nations involved need to focus on having different
tricks of the trade. The key strategies of creating successful partnership comprise of a selection
of appropriate partners for the intended targets.

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References
Gladun, E. (2017). Brics Global Perspectives. Brics Law Journal, 4(1), 100-104. doi:
10.21684/2412-2343-2017-4-1-100-104
Gladun, E. (2018). The Brics: A Major Participant In The Multipolar World Order. BRICS Law
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Maleshin, D. (2016). Chief Editor’s Note On Intellectual Property Courts In Brics Countries.
BRICS Law Journal, 3(1), 4-6. doi: 10.21684/2412-2343-2016-3-1-4-6
Saebi, T. (2016). What makes alliance portfolios successful?. Beta, 30(02), 142-157. doi:
10.18261/issn.1504-3134-2016-02-03
Sahu, M. (2016). Energy Revolution Under The Brics Nations. Brics Law Journal, 3(1), 34-41.
doi: 10.21684/2412-2343-2016-3-1-34-41
Shtatnov, A. (2012). What Law Firms Can Learn from the Accounting Sector About Providing
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