9合作策略(1)

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Cooperative Strategy,Michael A.Hitt,R.Duane Ireland,Robert E.Hoskisson,Chapter 9,1,2003,Southwestern Publishing Company,Strategy Implementation,Chapter 11,Organizational,Structure and,Controls,Chapter 10,Corporate,Governance,Chapter 12,Strategic,Leadership,Strategy Formulation,Strategic,Competitiveness,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 Strategy,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,2,Cooperative Strategy,Cooperative strategy is a strategy in which firms,work together,to 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,3,Strategic Alliance,A strategic alliance is a cooperative strategy in which,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,4,Combined,Resources,Capabilities,Core Competencies,Resources,Capabilities,Core Competencies,Resources,Capabilities,Core Competencies,Strategic Alliance,Firm A,Firm B,Mutual interests in designing,manufacturing,or distributing goods or services,5,Types of Cooperative Strategies,Joint venture:,two or more 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 without equity sharing,6,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,7,Market,Reason,Fast Cycle,Speed up development of new goods or service,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,8,Market,Reason,Standard Cycle,Gain market power(reduce industry overcapacity),Gain access to complementary resources,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,9,Business-Level Cooperative Strategies:,Complementary,Alliances,complementary strategic alliances 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 Strategic Alliances,10,Business-Level Cooperative Strategies:,Margin,Margin,Primary Activities,Support Activities,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,Margin,Margin,Primary Activities,Support Activities,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,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 this type of alliance,Buyer,Complementary Strategic Alliances,11,Business-Level Cooperative Strategies:,Margin,Margin,Primary Activities,Support Activities,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,Margin,Margin,Primary Activities,Support Activities,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,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 stage 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,12,Business