课件文稿成果strategy

1、Cooperative StrategyChapter Ten0 2006 by Nelson, a division of Thomson Canada Limited.The Strategic Management ProcessChapter 8:Acquisition & RestructuringChapter 9:International StrategyChapter 10:Cooperative StrategyStrategy FormulationChapter 11:Corporate GovernanceCh. 12: Org. Structure & Contro

2、ls Chapter 13:Strategic LeadershipChapter 14:Org. Renewal & InnovationStrategy ImplementationStrategicActionsChapter 3:The External Environment Strategic CompetitivenessStrategic Mission & Strategic IntentStrategic Objectives & InputsChapter 1: Strategic ManagementStrategic CompetitivenessCh. 2: Str

3、at. Mgmt . & PerformanceChapter 3:The External Environment Chapter 3:The External Environment Chapter 4:The Internal EnvironmentChapter 5: Bus.-Level StrategyChapter 6:Competitive DynamicsChapter 7:Corp.-Level StrategyChapter 10:Cooperative StrategyCooperative StrategyKnowledge Objectives:1. Explain

4、 cooperative strategies & why firms use them2. Define & discuss three types of strategic alliances3. Name the business-level cooperative strategies & describe their use4. Discuss the use of corporate-level cooperative strategies & describe their use5. Understand the importance of cross border strate

5、gic alliances as an international cooperative strategy6. Describe cooperative strategies risks7. Describe approaches used to manage cooperative strategies.A Cooperative StrategyA strategy in which firms work together to achieve a shared objective.DevelopManufactureDistributeGoodsServiceswhere theira

6、re combined to pursue mutual interests to Core CompetenciesCapabilitiesResourcesPartnerships between firmsFirm AFirm BStrategic AlliancesAlstream Inc. Microcell & NR CommunicationsRIM - Research in Motions “Blackberry” services used on wireless devices worldwide.Domtar & Cascades formed NorampacType

7、s of Strategic AlliancesIndependent firm is created by the joining assets from two other firms where each contributes 50% of the totalJoint VenturePartnership where the 2 partners dont own equal shares Equity Strategic AllianceContract is given to supply, produce or distribute a firms goods or servi

8、ces (without equity sharing)Non-Equity Strategic AllianceStandard Cycle Market* Gain market power* Gain access to complementary resources* e trade barriers* Meet competitive challenge* Pool resources for large projects* Learn new business techniquesFast Cycle Market* Form an industry technology stan

9、dard* Share risky R&D expenses* e uncertainty* Maintain market leadership* Speed-up product, service or market entry* Gain access to a restricted market* Establish franchise in a new market* Maintain market stabilitySlow Cycle MarketReasons for Alliances by Market TypeComplementary AlliancesDiversif

10、ication AlliancesSynergistic AlliancesFranchisingCompetition Reduction AlliancesCompetition Response AlliancesUncertainty Reduction AlliancesTypes of Strategic AlliancesBusiness-Level Corporate-LevelPartnerships that build on the complementarities among firms that make each more competitiveSupplier

11、Value ChainBuyer Value ChainInclude distribution, supplier or outsourcing alliances where firms rely on upstream partnersJapanese manufacturers rely on close relationships with and among suppliers to implement Just-In-Time inventory systemsVertical AllianceComplementary Strategic Alliancesor downstr

12、eam partnersto build competitive advantageUsed to increase the strategic competitiveness of the partnersComplementary Strategic AlliancesHorizontal AllianceBuyer Value ChainBuyer Value ChainFor example: Marketing agreements between Various AirlinesExplicit Collusion: When firms directly negotiate pr

13、oduction output & pricing agreements in order to reduce competition.Competition Reduction Strategies Often illegal types of cooperative strategy which are used to reduce competition.Tacit Collusion: When several firms in an industry indirectly coordinate their production & pricing decisions by obser

14、ving each others competitive actions & responses.Types of Business-level Strategic Alliancese.g. the OPEC petroleum cartele.g. gas stationsFirms join forces to respond to a strategic action of another competitorCompetition Response StrategiesMega Bloks agreement with Disney.Alliances can be used to

15、hedge against risk & uncertaintyUncertainty Reduction StrategiesSiemens & Fujitsu “Fujitsu Siemens Computers” sharing technical resources & capabilitiesTypes of Business-Level Strategic AlliancesCreate economies of scope between 2 or more firms, creating synergy across multiple businesses between fi

16、rms.Synergistic Strategic AlliancesAllows firms to grow with relatively strong centralized control without significant capital investments.FranchisingBoston Pizza with 200 restaurants in Western Canada.Cisco Systems has many synergistic strategic alliances.Allows a firm to expand into a new product

17、or market area without an acquisition.Diversifying AlliancesFlynn Canada created strategic alliances with U.S. contractors.Types of Corp.-level Strategic Alliances Host partner knows local market & customs However.International Cooperative Strategies Allows risk sharing by reducing financial investm

18、ent International alliances can be difficult tomanage due to differences in management styles, cultures or regulatory constraints Must gauge partners strategic intent so theydo not gain access to important technology and e a competitorNetwork strategies involve a group of interrelated firms that wor

19、k for the common good of allDynamic NetworksNetwork StrategiesThe types of networks are:Stable NetworksBuilt for the exploitation of economies available between firmsUsed in industries characterised by frequent product innovations & short product life cyclesCompetitive Risks with Cooperative Strateg

20、iesWhile cooperative systems offer many advantages, there are also significant risks associated with them: Poor contract development Misrepresentation of partners competencies Failure of partners to make complementaryresources available Being held hostage through specificinvestments made with partne

21、r Misunderstanding partners strategic intentCompetitive RisksInadequate contracts*Holding alliance partners specific investments hostage*Risk & Asset Management ApproachesDetailed contracts and monitoring*Misrepresentation of competencies*Partner fails to use complementary resources*Developing trust

22、ing relationships* eValue CreationDetailed contracts and monitoring*Developing trusting relationships*Managing Risks in Cooperative Strategies Holding alliance partners specific investments hostage*Inadequate contracts*Misrepresentation of competencies*Partner fails to use complementary resources*The Strategic Management Pr