战略管理(第九章)

,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*,Footnote,Source:Source,Chapter 9,Understanding Alliances and Cooperative Strategies,OBJECTIVES,Describe why strategic alliances are important strategy vehicles,1,Explain the various forms and structures of strategic alliances,2,Describe the motivations behind alliances and show how theyve changed over time,3,Explain alliances as both businesslevel and corporatelevel strategy vehicles,4,Understand the characteristics of alliances in stable and dynamic competitive contexts,5,Summarize the criteria for successful alliances,6,1,WHITE WAVES STRATEGY,Traditional,Display,Un-refrigeratedhealth section,Distribution,Health and naturalfood stores,Packaging,Small boxes,Silk brand,Refrigerated dairy/milk section,Grocery stores,Milk cartons,2,THE WHITE WAVE-DEAN ALLIANCE,35%ownership,DeanFoods,$15 million,Leverage over retailers(e.g.,slotting fees),WhiteWave,3,THE WHITE WAVE-DEAN ALLIANCE,$15 million,35%ownership,DeanFoods,Leverage over retailers(e.g.,slotting fees),Well pay more thanour agreement requires,Well buy you for our pre-arranged price,WhiteWave,Too lowa price,4,BENEFITS OF STRATEGIC ALLIANCES,Share investments and rewards,Reduce risk,Reduce uncertainty,Focus resources on what eachpartner does best,Foster economics of scale and scope,Companies which participate most actively in alliances outperform the least active firms by 5 to 7 percent,Why?,5,ALLIANCES ARE NOT STRATEGIES IN THEMSELVES,An alliance is one vehicle for realizing a strategy,Arenas,Differentiators,Economic Logic,Staging,Vehicles,6,ALLIANCES INVOLVE MANY ACTIVITIES,Input,Logistics,Operations,Marketing,and Sales,Output,Logistics,Input,Logistics,Operations,Marketing,and Sales,Output,Logistics,R&D,R&D,Company B,Company A,Supply/,Production,Operations,Marketing,Production/,R&D,Marketing,Delivery,Product or Service,Product or Service,7,THE USE OF ALLIANCES AS STRATEGIC VEHICLE HAS BALLOONED,2,1980,1995,2%,16%,Alliances as percent of revenues,As of 2005,large,MNCs,have over 20%of their total assets tiedup in alliances,8,ALLIANCES CAN TAKE MANY FORMS,Examples of cooperative arrangements in the continuum of organizational forms,Permanent,Keiretsu in Japan or,Chaebols,in South Korea,Caltrex,which was jointly owned by Chevron and Texaco prior to their merger.,Long-term,Outsourcing,Many technology standards consortia,Examples include technology collaborations like the PowerPC chip between Motorola,IBM,and Apple,Anheuser-Buschs cross ownership with Kirin in Japan and,Modelo,in Mexico,Stand-alone joint ventures like Dow-Corning.,Transactional,Purchase agreements that are renewable annually or every several years,Agreements to distribute productsor services,Cross-licensing like that between Disney and,Pixar,or R&D partnerships like Millennium,Pharma-ceuticals,and some of its smaller partners,Simple purchase order for commodities,some-times called a spot transaction,Short-term agreements on functions like advertising or manufacturing to achieve efficiencies for example,contract brewing of Miller Beer by Anheuser Busch,Level of,Commitment,No Linkages Beyond Transaction,Information Sharing,Asset,Resource,and Capability Sharing,Cross-Equity,(partners take ownership in one party or each other),Shared Equity,Source:Adapted from J.,Harbison,and P.,Pekar,Smart Alliances:A Practical Guide to Repeatable Success(San Francisco:,Jossey,-Bass,1998,Non-Equity Alliances,Equity Alliances,9,MULTI-PARTY ALLIANCES,2 party alliances,Multiparty alliances,Example:SEMATECH,a,consortium,of semiconductor manufacturers,10,CREATING VALUE THROUGH A SET OF ALLIANCES,Source:Adapted from J.D.,Bamford,B.Gomes-,Casseves,and M.S.Robinson(2003).Mastering Alliance Strategy,Strategy:A comprehensive guide to design,management,and organization(San Francisco,John Wiley&Sons,p.22),Starbucks,Coffee,Retail format partners,Geographicexpansion partners,New products,marketing and sales partners,Channel partners(corporate sales),Dreyers(premium coffee ice cream),Pepsico,(Bottled coffee beverages),Barnes&Noble(in store stores),Host Marriott Services(worldwide airport kiosks),United Airlines(In-flight coffee),Westin Hotels and Resorts(Coffee served throughout hotel),Sazaby,(Japan),Alsea,(Mexico),11,ALLIANCES OFFER BENEFITS,CONTRACTS CANNOT,Joint Investment,Increase returns by encouraging firms to make investments that theyd be otherwise unwilling to make(e.g.,Wal-Mart supplier becomes willing to invest in new equipment),Knowledge sharing,Opportunity to create a stock of resources that is unavailable to competitors.This may create a shared advantage(e.g.,Nestl,and Coke combined resources to offer canned tea and coffee products,Knowledge sharing,Consistent information-sharing routines enhances learning(e.g.,John Deere exchanges key employees with alliance partner Hitachi),Effective management,Alliances may make it more cost effective to manage an activity than arms-length transa