1. Sengupta, Sanjit; Bucklin, Louis P.
     To ally or not to ally?
   Marketing Management v4, n2 (Fall 1995):24-33.

Abstract: Complementary products add value to end users of existing products
     through joint use.  By joining forces with other firms to exploit
     complementary business opportunities, both new entrants and existing
     players can solidify or augment their market positions.  At the same time,
     if innovating firms are not careful, they can create competitors that
     successfully ride their coattails to positions of market dominance.  For
     innovating firms, the issue is to what extent should the help of existing
     or potential competitors be enlisted in developing complementary products.
     To this end, a Complementary Product Strategy Framework was developed.
     The framework is based on the trailblazing experiences of high-technology
     pioneers on this emerging product development frontier.  The framework can
     help managers understand the types of data needed and questions that must
     be resolved to make good decisions.