合作策略(PPT 29页).ppt

2003SouthwesternPublishingCompany 1 CooperativeStrategy MichaelA HittR DuaneIrelandRobertE Hoskisson Chapter9 2 StrategyImplementation Chapter11OrganizationalStructureandControls Chapter10CorporateGovernance Chapter12StrategicLeadership StrategyFormulation StrategicCompetitivenessAbove AverageReturns StrategicIntentStrategicMission Chapter2TheExternalEnvironment Chapter3TheInternalEnvironment TheStrategicManagementProcess Feedback StrategicInputs StrategicActions StrategicOutcomes Chapter13StrategicEntrepreneurship Chapter6Corporate LevelStrategy Chapter9CooperativeStrategy Chapter5CompetitiveRivalryandCompetitiveDynamics Chapter8InternationalStrategy Chapter4Business LevelStrategy Chapter7AcquisitionandRestructuringStrategies 3 CooperativeStrategy CooperativestrategyisastrategyinwhichfirmsworktogethertoachieveasharedobjectiveCooperatingwithotherfirmsisastrategythatcreatesvalueforacustomerexceedsthecostofconstructingcustomervalueinotherwaysestablishesafavorablepositionrelativetocompetition 4 StrategicAlliance AstrategicallianceisacooperativestrategyinwhichfirmscombinesomeoftheirresourcesandcapabilitiestocreateacompetitiveadvantageAstrategicallianceinvolvesexchangeandsharingofresourcesandcapabilitiesco developmentordistributionofgoodsorservices 5 StrategicAlliance 6 TypesofCooperativeStrategies Jointventure twoormorefirmscreateanindependentcompanybycombiningpartsoftheirassetsEquitystrategicalliance partnerswhoowndifferentpercentagesofequityinanewventureNonequitystrategicalliances contractualagreementsgiventoacompanytosupply produce ordistributeafirm sgoodsorserviceswithoutequitysharing 7 Market Reason SlowCycle GainaccesstoarestrictedmarketEstablishafranchiseinanewmarketMaintainmarketstability e g establishingstandards ReasonsforStrategicAlliancesbyMarketType 8 Market Reason FastCycle SpeedupdevelopmentofnewgoodsorserviceSpeedupnewmarketentryMaintainmarketleadershipFormanindustrytechnologystandardShareriskyR DexpensesOvercomeuncertainty ReasonsforStrategicAlliancesbyMarketType 9 Market Reason StandardCycle Gainmarketpower reduceindustryovercapacity GainaccesstocomplementaryresourcesEstablisheconomiesofscaleOvercometradebarriersMeetcompetitivechallengesfromothercompetitorsPoolresourcesforverylargecapitalprojectsLearnnewbusinesstechniques ReasonsforStrategicAlliancesbyMarketType 10 Business LevelCooperativeStrategies complementarystrategicalliancesaredesignedtotakeadvantageofmarketopportunitiesbycombiningpartnerfirms assetsincomplementarywaystocreatenewvalue theseincludedistribution supplieroroutsourcingallianceswherefirmsrelyonupstreamordownstreampartnerstobuildcompetitiveadvantage ComplementaryStrategicAlliances 11 Business LevelCooperativeStrategies VerticalAlliance Supplier verticalcomplementarystrategicallianceisformedbetweenfirmsthatagreetousetheirskillsandcapabilitiesindifferentstagesofthevaluechaintocreatevalueforbothfirmsoutsourcingisoneexampleofthistypeofalliance Buyer ComplementaryStrategicAlliances 12 Business LevelCooperativeStrategies HorizontalAlliance Buyer PotentialCompetitors horizontalcomplementarystrategicallianceisformedbetweenpartnerswhoagreetocombinetheirresourcesandskillstocreatevalueinthesamestageofthevaluechainfocusonlong termproductdevelopmentanddistributionopportunitiesthepartnersmaybecomecompetitorsrequiresagreatdealoftrustbetweenthepartners Buyer ComplementaryStrategicAlliances 13 Business LevelCooperativeStrategies competitionresponsestrategicalliancesoccurwhenfirmsjoinforcestorespondtoastrategicactionofanothercompetitorbecausetheycanbedifficulttoreverseandexpensivetooperate competitionresponsestrategicalliancesareprimarilyformedtorespondtostrategicratherthantacticalactions CompetitionResponseAlliances 14 Business LevelCooperativeStrategies uncertaintyreducingstrategicalliancesareusedtohedgeagainstriskanduncertaintythesealliancesaremostnoticedinfast cyclemarketsalliancemaybeformedtoreducetheuncertaintyassociatedwithdevelopingnewproductortechnologystandards UncertaintyReducingAlliances 15 Business LevelCooperativeStrategies competitionreducingstrategicalliancesmaybecreatedtoavoiddestructiveorexcessivecompetitionexplicitcollusionexistswhenfirmsdirectlynegotiateproductionoutputandpricingagreementsinordertoreducecompetition illegal tacitcollusionexistswhenseveralfirmsinanindustryindirectlycoordinatetheirproductionandpricingdecisionsbyobservingeachother scompetitiveactionsandresponses CompetitionReducingAlliances 16 Business LevelCooperativeStrategies mutualforbearanceisaformoftacitcollusioninwhichfirmsavoidcompetitiveattacksagainstthoserivalstheymeetinmultiplemarketscompetitionreducingstrategicalliancesmayrequiregovernmentstofindwaystopermitcollaborationamongrivalswithoutviolatingantitrustlaws CompetitionReducingAlliances 17 Corporate LevelCooperativeStrategies Corporate levelcooperativestrategiesaredesignedtofacilitateproductand ormarketdiversificationdiversifyingstrategicalliancesynergisticstrategicalliancefranchisingDiversifyingalliancesandsynergisticalliancesallowfirmstogrowanddiversifytheiroperationsthroughameansotherthanamergeroracquisition 18 Corporate LevelCooperativeStrategies diversifyingstrategicallianceallowsafirmtoexpandintonewproductormarketareaswithoutcompletingamergeroranacquisitionprovidessomeofthepotentialsynergisticbenefitsofamergeroracquisition butwithlessriskandgreaterlevelsofflexibilitypermitsa test ofwhetherafuturemergerbetweenthepartnerswouldbenefitbothparties DiversifyingAlliances 19 Corporate LevelCooperativeStrategies synergisticstrategicalliancescreatejointeconomiesofscopebetweentwoormorefirmscreatesynergyacrossmultiplefunctionsormultiplebusinessesbetweenpartnerfirms SynergisticAlliances 20 Corporate LevelCooperativeStrategies franchisingspreadsrisksandusesresources capabilities andcompetencieswithoutmergingoracquiringanothercompanycontractualrelationshipconcerningthefranchisethatisdevelopedbetweentwoparties thefranchiseeandthefranchisoranalternativetopursuinggrowththroughmergersandacquisitions Franchising 21 InternationalCooperativeStrategies Cross borderstrategicallianceaninternationalcooperativestrategyinwhichfirmswithheadquartersindifferentnationscombinesomeoftheirresourcesandcapabilitiestocreateacompetitiveadvantageafirmmayformcross borderstrategicalliancestoleveragecorecompetenciesthatarethefoundationofitsdomesticsuccesstoexpandintointernationalmarkets 22 InternationalCooperativeStrategies AllowsrisksharingbyreducingfinancialinvestmentHostpartnerknowslocalmarketandcustomsInternationalalliancescanbedifficulttomanageduetodifferencesinmanagementstyles culturesorregulatoryconstraintsMustgaugepartner sstrategicintentsotheydonotgainaccesstoimportanttechnologyandbecomeacompetitor 23 NetworkCooperativeStrategies AnetworkstrategyisacooperativestrategywhereinseveralfirmsagreetoformmultiplepartnershipstoachievesharedobjectivesstablealliancenetworkdynamicalliancenetworkEffectivesocialrelationshipsandinteractionsamongpartnersarekeystoasuccessfulnetworkcooperativestrategy 24 NetworkCooperativeStrategies longtermrelationshipsthatoftenappearinmatureindustrieswheredemandisrelativelyconstantandpredictablestablenetworksarebuiltforexploitationoftheeconomiesavailablebetweenfirms StableAllianceNetwork 25 NetworkCooperativeStrategies arrangementsthatevolveinindustrieswithrapidtechnologicalchangeleadingtoshortproductlifecyclesprimarilyusedtostimulaterapid value creatingproductinnovationsandsubsequentsuccessfulmarketentriespurposeisoftenexplorationofnewideas DynamicAllianceNetwork 26 CompetitiveRiskswithCooperativeStrategies PartnermayactopportunisticallyMisrepresentationofcompetenciesbroughttothepartnershipPartnerfailstomakecommittedresourcesandcapabilitiesavailabletoitspartnersFirmmaymakeinvestmentsthatarespecifictothealliancewhileitspartnerdoe