Cooperative Strategy（英文版）(ppt 29页).ppt

1、2003 Southwestern Publishing Company,1,Cooperative Strategy,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 9,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy Formulation,Strategic Competi

2、tiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13 Strategic Entrepreneurship,Chapter 6 Corporate- Level Str

3、ategy,Chapter 9 Cooperative Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Cooperative Strategy,Cooperative strategy is a strategy in which firms work together to

4、achieve a shared objective Cooperating with other firms is a strategy that creates value for a customer exceeds the cost of constructing customer value in other ways establishes a favorable position relative to competition,4,Strategic Alliance,A strategic alliance is a cooperative strategy in which

5、firms combine some of their resources and capabilities to create a competitive advantage A strategic alliance involves exchange and sharing of resources and capabilities co-development or distribution of goods or services,5,Strategic Alliance,6,Types of Cooperative Strategies,Joint venture: two or m

6、ore firms create an independent company by combining parts of their assets Equity strategic alliance: partners who own different percentages of equity in a new venture Nonequity strategic alliances: contractual agreements given to a company to supply, produce, or distribute a firms goods or services

7、 without equity sharing,7,Market,Reason,Slow Cycle,Gain access to a restricted market Establish a franchise in a new market Maintain market stability (e.g., establishing standards),Reasons for Strategic Alliances by Market Type,8,Market,Reason,Fast Cycle,Speed up development of new goods or service

8、Speed up new market entry Maintain market leadership Form an industry technology standard Share risky R&D expenses Overcome uncertainty,Reasons for Strategic Alliances by Market Type,9,Market,Reason,Standard Cycle,Gain market power (reduce industry overcapacity) Gain access to complementary resource

9、s Establish economies of scale Overcome trade barriers Meet competitive challenges from other competitors Pool resources for very large capital projects Learn new business techniques,Reasons for Strategic Alliances by Market Type,10,Business-Level Cooperative Strategies:,complementary strategic alli

10、ances are designed to take advantage of market opportunities by combining partner firms assets in complementary ways to create new value,these include distribution, supplier or outsourcing alliances where firms rely on upstream or downstream partners to build competitive advantage,Complementary Stra

11、tegic Alliances,11,Business-Level Cooperative Strategies:,Vertical Alliance,Supplier,vertical complementary strategic alliance is formed between firms that agree to use their skills and capabilities in different stages of the value chain to create value for both firms outsourcing is one example of t

12、his type of alliance,Buyer,Complementary Strategic Alliances,12,Business-Level Cooperative Strategies:,Horizontal Alliance,Buyer,Potential Competitors,horizontal complementary strategic alliance is formed between partners who agree to combine their resources and skills to create value in the same st

13、age of the value chain focus on long-term product development and distribution opportunities the partners may become competitors requires a great deal of trust between the partners,Buyer,Complementary Strategic Alliances,13,Business-Level Cooperative Strategies:,competition response strategic allian

14、ces occur when firms join forces to respond to a strategic action of another competitor because they can be difficult to reverse and expensive to operate, competition response strategic alliances are primarily formed to respond to strategic rather than tactical actions,Competition Response Alliances

15、,14,Business-Level Cooperative Strategies:,uncertainty reducing strategic alliances are used to hedge against risk and uncertainty these alliances are most noticed in fast-cycle markets alliance may be formed to reduce the uncertainty associated with developing new product or technology standards,Un

16、certainty Reducing Alliances,15,Business-Level Cooperative Strategies:,competition reducing strategic alliances may be created to avoid destructive or excessive competition explicit collusion exists when firms directly negotiate production output and pricing agreements in order to reduce competition

17、 (illegal) tacit collusion exists when several firms in an industry indirectly coordinate their production and pricing decisions by observing each others competitive actions and responses,Competition Reducing Alliances,16,Business-Level Cooperative Strategies:,mutual forbearance is a form of tacit c

18、ollusion in which firms avoid competitive attacks against those rivals they meet in multiple markets competition reducing strategic alliances may require governments to find ways to permit collaboration among rivals without violating antitrust laws,Competition Reducing Alliances,17,Corporate-Level C

19、ooperative Strategies,Corporate-level cooperative strategies are designed to facilitate product and/or market diversification diversifying strategic alliance synergistic strategic alliance franchising Diversifying alliances and synergistic alliances allow firms to grow and diversify their operations

20、 through a means other than a merger or acquisition,18,Corporate-Level Cooperative Strategies:,diversifying strategic alliance allows a firm to expand into new product or market areas without completing a merger or an acquisition provides some of the potential synergistic benefits of a merger or acq

21、uisition, but with less risk and greater levels of flexibility permits a “test” of whether a future merger between the partners would benefit both parties,Diversifying Alliances,19,Corporate-Level Cooperative Strategies:,synergistic strategic alliances create joint economies of scope between two or

22、more firms create synergy across multiple functions or multiple businesses between partner firms,Synergistic Alliances,20,Corporate-Level Cooperative Strategies:,franchising spreads risks and uses resources, capabilities, and competencies without merging or acquiring another company contractual rela

23、tionship concerning the franchise that is developed between two parties, the franchisee and the franchisor an alternative to pursuing growth through mergers and acquisitions,Franchising,21,International Cooperative Strategies,Cross-border strategic alliance an international cooperative strategy in w

24、hich firms with headquarters in different nations combine some of their resources and capabilities to create a competitive advantage a firm may form cross-border strategic alliances to leverage core competencies that are the foundation of its domestic success to expand into international markets,22,

25、International Cooperative Strategies,Allows risk sharing by reducing financial investment Host partner knows local market and customs International alliances can be difficult to manage due to differences in management styles, cultures or regulatory constraints Must gauge partners strategic intent so

26、 they do not gain access to important technology and become a competitor,23,Network Cooperative Strategies,A network strategy is a cooperative strategy wherein several firms agree to form multiple partnerships to achieve shared objectives stable alliance network dynamic alliance network Effective so

27、cial relationships and interactions among partners are keys to a successful network cooperative strategy,24,Network Cooperative Strategies:,long term relationships that often appear in mature industries where demand is relatively constant and predictable stable networks are built for exploitation of

28、 the economies available between firms,Stable Alliance Network,25,Network Cooperative Strategies:,arrangements that evolve in industries with rapid technological change leading to short product life cycles primarily used to stimulate rapid, value-creating product innovations and subsequent successfu

29、l market entries purpose is often exploration of new ideas,Dynamic Alliance Network,26,Competitive Risks with Cooperative Strategies,Partner may act opportunistically Misrepresentation of competencies brought to the partnership Partner fails to make committed resources and capabilities available to its partners Firm may make investments that are specific to the alliance while its partner do