Recent research on business models
conducted by Paola Aversa, Santi Furnari and Stefan Haefliger, all of Cass
Business School, shows how alliances between different companies can be built
to successfully share some of the costs inherent in F1.
Driver training is one area where this is already being done to good effect. The big teams benefit from having their young drivers gain experience with smaller ones, and the smaller teams benefit from gaining free talent, which they are sometimes also paid for using.
Many of Red Bull Racing's recent top drivers, for example, have emerged from a successful programme that works with the smaller Italian F1 team Scuderia Toro Rosso to scout and train future drivers. Despite being a smaller outfit, Scuderia Toro Rosso has developed an excellent scouting and training capability funded by Red Bull Racing to make it financially viable. Starting this year, the Scuderia Toro Rosso car will also be powered by a Renault engine, which means that the drivers will be able to train with the same technology they will be using in Red Bull Racing - a steep increase in their learning curve.
Admittedly some might dismiss the significance of this because Red Bull Racing and Scuderia Toro Rosso are shared by the same owner, Dietrich Mateschitz. Yet other teams are developing relationships: Ferrari is strengthening its collaboration with both Sauber and Manor, for example. These two cars are also powered by Ferrari and provide their drivers with better exposure to the technology they will eventually use if they make it on to Ferrari. Mercedes has also benefited from sharing drivers with a smaller team that uses its engines, in this case Force India, which itself benefits financially.
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