合作策略英文課件

Cooperative

StrategyMichael

A.HittR.

Duane

IrelandRobert

E.

HoskissonChapter

91?2003

Southwestern

Publishing

CompanyStrategy

FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturnsStrategic

IntentStrategic

MissionChapter

2TheExternalEnvironmentChapter

3TheInternalEnvironmentTheStrategicManagementProcessFFeeeedbdbacackkStrategic

InputsStrategic

ActionsStrategicStrategic

OuOuttccomomesesSSttrrateategygy

IImmpplemelemenntatitationonChapterChapter

1111ChapterChapter

1010 OrOrganganizizatatiionaonallCorporateCorporate

StructureStructure

andand

GGovovernernanancece

ControlsControlsChapterChapter

1212

ChapterChapter

1313StrategicStrategic StrategicStrategic

LeLeadadershipership EEntrepreneurshipntrepreneurshipChapter

6Corporate-Level

StrategyChapter

9CooperativeStrategyChapter

5Competitive

RivalryandCompetitiveDynamicsChapter

8InternationalStrategyChapter

4Business-LevelStrategyChapter

7Acquisition

andRestructuringStrategies2Cooperative

StrategyCooperative

strategy

is

a

strategy

in

whichfirmswork

togetherto

achieve

a

shared

objectiveCooperating

with

other

firms

is

a

strategythatcreates

value

for

a

customerexceeds

the

cost

of

constructing

customervalue

in

other

waysestablishes

a

favorable

position

relative

tocompetition3Strategic

AllianceA

strategic

alliance

is

a

cooperativestrategy

in

whichfirms

combine

some

of

their

resourcesandcapabilitiesto

create

a

competitive

advantageA

strategic

alliance

involvesexchange

and

sharing

of

resourcesandcapabilitiesco-development

or

distribution

of

goodsorservices4CombinedResourcesCapabilitiesResourcesCapabilitiesCore

CompetenciesResourcesCapabilitiesCore

CompetenciesStrategic

AllianceFirm

AFirm

BCore

CompetenciesMutual

interests

in

designing,

manufacturing,or

distributing

goods

or

services5Types

of Cooperative

StrategiesJoint

venture:

two

or

more

firms

create

anindependent

company

by

combining

partsof

their

assetsEquity

strategic

alliance:

partners

whoown

different

percentages

of

equity

in

anew

ventureNonequity

strategic

alliances:

contractualagreements

given

to

a

company

to

supply,produce,

or

distribute

a

firm’s

goods

orservices

without

equity

sharing6Reasons

for

Strategic

Alliancesby

Market

TypeMarketReasonSlowCycleGain

access

to

a

restricted

marketEstablish

a

franchise

in

a

new

marketMaintain

market

stability

(e.g.,establishing

standards)7Reasons

for

Strategic

Alliancesby

Market

TypeMarketReasonFast

CycleSpeed

up

development

of

new

goods

orserviceSpeed

up

new

marketentryMaintain

market

leadershipForm

an

industry

technologystandardShare

risky

R&D

expensesOvercome

uncertainty8Reasons

for

Strategic

Alliancesby

Market

TypeMarketReasonStandard

CycleGain

market

power

(reduceindustryovercapacity)Gain

access

to

complementary

resourcesEstablish

economies

of

scaleOvercome

trade

barriersMeet

competitive

challenges

from

othercompetitorsPool

resources

for

very

large

capitalprojectsLearn

new

businesstechniques9ComplementaryAlliancescomplementary

strategic

alliancesare

designed

to

take

advantage

ofmarket

opportunities

bycombiningpartner

firms’

assets

incomplementary

ways

to

create

newvalue–

these

include

distribution,supplieror

outsourcing

alliances

wherefirms

rely

on

upstream

ordownstream

partners

tobuildcompetitive

advantageBusiness-Level

CooperativeStrategies:

Complementary

Strategic

Alliances10MarginMarginPrimary

ActivitiesSupport

ActivitiesServiceMarketing

&

SalesOutbound

LogisticsOperationsInbound

LogisticsFirm

InfrastructureHuman

Resource

Mgmt.Technological

DevelopmentProcurementMarginMarginSupport

ActivitiesServiceMarketing

&

SalesOutbound

LogisticsOperationsInbound

LogisticsFirm

InfrastructureHuman

Resource

Mgmt.Technological

DevelopmentProcurementVertical

AlliancePrimary

ActivitiesSuppliervertical

complementarystrategic

alliance

is

formedbetween

firms

that

agree

touse

their

skills

andcapabilities

in

different

stagesof

the

value

chain

to

createvalue

for

both

firmsoutsourcing

is

one

example

ofthis

type

of

allianceBuyerBusiness-Level

CooperativeStrategies:

Complementary

Strategic

Alliances11MarginMarginSupport

ActivitiesServiceMarketing

&

SalesOutbound

LogisticsOperationsInbound

LogisticsFirm

InfrastructureHuman

Resource

Mgmt.Technological

DevelopmentProcurementMarginMarginSupport

ActivitiesServiceMarketing

&

SalesOutbound

LogisticsOperationsInbound

LogisticsFirm

InfrastructureHuman

Resource

Mgmt.Technological

DevelopmentProcurementHorizontal

AlliancePotential

CompetitorsPrimary

Activities Primary

Activitieshorizontal

complementary

strategic

alliance

is

formedbetween

partners

who

agree

to

combine

their

resources

andskills

to

create

value

in

the

same

stage

of

the

value

chainfocus

onlong-term

product

development

anddistributionopportunitiesthe

partners

may

becomecompetitorsrequires

a

great

deal

of

trust

between

thepartnersBuyer

BuyerBusiness-Level

CooperativeStrategies:

Complementary

Strategic

Alliances12competition

response

strategicalliances

occur

when

firmsjoinforces

to

respond

to

astrategicaction

of

anothercompetitorbecause

they

can

be

difficult

toreverse

and

expensive

to

operate,competition

response

strategicalliances

are

primarily

formed

torespond

to

strategic

rather

thantactical

actionsBusiness-Level

CooperativeStrategies:

Competition

Response

AlliancesComplementaryAlliancesCompetitionResponse

Alliances13uncertainty

reducing

strategicalliances

are

used

to

hedge

againstrisk

and

uncertaintythese

alliances

are

most

noticed

infast-cycle

marketsalliance

may

be

formed

toreducethe

uncertainty

associated

withdeveloping

new

product

ortechnology

standardsBusiness-Level

CooperativeStrategies:

Uncertainty

Reducing

AlliancesComplementaryAlliancesCompetitionResponse

AlliancesUncertaintyReducing

Alliances14competition

reducing

strategicalliances

may

be

created

to

avoiddestructive

or

excessive

competitionexplicit

collusion

exists

when

firmsdirectly

negotiate

production

outputand

pricing

agreements

in

order

toreduce

competition

(illegal)tacit

collusion

exists

when

severalfirms

in

an

industry

indirectlycoordinate

their

production

andpricing

decisions

by

observing

eachother’s

competitive

actions

andresponsesBusiness-Level

CooperativeStrategies:

Competition

Reducing

AlliancesCompetition

ReducingAlliancesCompetitionResponse

AlliancesUncertaintyReducing

AlliancesComplementaryAlliances15mutual

forbearance

is

a

form

of

tacitcollusion

in

which

firms

avoidcompetitive

attacks

against

thoserivals

they

meet

in

multiplemarketscompetition

reducing

strategicalliances

may

require

governmentsto

find

ways

to

permit

collaborationamong

rivals

without

violatingantitrust

lawsBusiness-Level

CooperativeStrategies:

Competition

Reducing

AlliancesComplementaryAlliancesCompetitionResponse

AlliancesUncertaintyReducing

AlliancesCompetition

ReducingAlliances16Corporate-Level

CooperativeStrategies17Corporate-level

cooperative

strategiesaredesigned

to

facilitate

product

and/ormarket

diversificationdiversifying

strategic

alliancesynergistic

strategic

alliancefranchisingDiversifying

alliances

and

synergisticalliances

allow

firmsto

grow

and

diversify

their

operationsthrough

a

means

other

than

a

merger

oracquisitionDiversifyingAlliances18diversifying

strategic

alliance

allowsa

firm

to

expand

into

new

product

ormarket

areas

without

completing

amerger

or

an

acquisitionprovides

some

of

thepotentialsynergistic

benefits

of

a

merger

oracquisition,

but

with

less

risk

andgreater

levels

offlexibilitypermits

a

“test”

of

whether

a

futuremerger

between

the

partners

wouldbenefit

bothpartiesCorporate-Level

CooperativeStrategies:

Diversifying

Alliancessynergistic

strategic

alliances

createjoint

economies

of

scope

betweentwo

or

more

firmscreate

synergy

across

multiplefunctions

or

multiplebusinessesbetween

partnerfirmsSynergisticAlliancesCorporate-Level

CooperativeStrategies:

Synergistic

AlliancesDiversifyingAlliances19franchising

spreads

risks

and

usesresources,

capabilities,

andcompetencies

without

merging

oracquiring

another

companycontractual relationship

concerningthe

franchise

that

is

developedbetween

two

parties,

the

franchiseeand

thefranchisoran

alternative

to

pursuinggrowththrough

mergers

and

acquisitionsFranchisingCorporate-Level

CooperativeStrategies:

FranchisingDiversifyingAlliancesSynergisticAlliances20International

CooperativeStrategies21Cross-border

strategic

alliancean

international

cooperative

strategy

in

whichfirms

with

headquarters

in

different

nationscombine

some

of

their

resourcesandcapabilities

to

create

a

competitive

advantagea

firm

may

form

cross-border

strategic

alliancesto

leverage

core

competencies

that

arethefoundation

of

its

domestic

success

to

expandinto

international

marketsInternational

CooperativeStrategies22Allows

risk

sharing

by

reducing

financialinvestmentHost

partner

knows

local

marketandcustomsInternational

alliances

can

be

difficult

tomanage

due

to

differences

in

managementstyles,

cultures

or

regulatory

constraintsMust

gauge

partner’s

strategic

intent

sothey

do

not

gain

access

to

importanttechnology

and

become

a

competitorNetwork Cooperative

Strategies23A

network

strategy

is

a

cooperativestrategy

wherein

several

firms

agree

toform

multiple

partnerships

to

achieveshared

objectivesstable

alliance

networkdynamic

alliance

networkEffective

social

relationships

andinteractions

among

partners

are

keys

to

asuccessful

network

cooperative

strategyNetwork Cooperative

Strategies:Stable

AllianceNetwork24long

term

relationships

thatoftenappear

in

mature

industries

wheredemand

is

relatively

constant

andpredictablestable

networks

are

built

forexploitation

of

the

economiesavailable

between

firmsStable

Alliance

NetworkNetwork Cooperative

Strategies:Dynamic

AllianceNetworkarrangements

that

evolve

inindustries

with

rapid

technologicalchange

leading

to

short

product

lifecyclesprimarily

used

to

stimulate

rapid,value-creating

product

innovationsand

subsequent

successful

marketentriespurpose

is

oftenexplorationof

newideasDynamic

Alliance

NetworkStable

AllianceNetwork25Competitive

Risks

withCooperative

StrategiesCompetitiveRisksPartner

may

actopportunisticallyMisrepresentation

of

competencies

brought

to

thepartnershipPartner

fails

to

make

committed

resources

andcapabilities

available

to

its

partnersFirm

may