Decision making strategies for alliances, joint ventures & co-branding on emerging markets, developed for upgrading on global value chains; and a case of study of Flora Food Group

This academic working paper, developed within the Faculty of International Business at Santo Tomas University in Colombia, investigates how strategic decision-making in business alliances, joint ventures, and co-branding agreements facilitates the upgrading of local firms within Global Value Chains (GVCs) in emerging markets. Utilizing a qualitative case study approach that focuses on the secondary sector—specifically consumer goods, food, and beverages—and highlighting the operational movements of Flora Food Group, the study explores how different collaboration structures impact technological and technical knowledge transfer. The authors outline the evolutionary path from basic processing to high-value functions, noting that while co-branding and strategic alliances promote productive reciprocal learning and equitable infrastructure-sharing, traditional joint ventures often risk placing local partners at a power disadvantage. Ultimately, the paper concludes that ascending the value chain and mitigating risks like "greenwashing" or structural asymmetry depend on deliberate relational governance, rigorous contract design, and the implementation of agile innovation committees.