9合作策略(1).pptx
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1、Cooperative StrategyMichael A.HittR.Duane IrelandRobert E.HoskissonChapter 9Chapter 912003 Southwestern Publishing CompanyStrategy ImplementationStrategy ImplementationChapter 11Chapter 11OrganizationalOrganizationalStructure and Structure and ControlsControlsChapter 10Chapter 10CorporateCorporateGo
2、vernanceGovernanceChapter 12Chapter 12StrategicStrategicLeadershipLeadershipStrategy FormulationStrategy FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturnsStrategic IntentStrategic IntentStrategic MissionStrategic MissionChapter 2Chapter 2The External
3、The ExternalEnvironmentEnvironmentChapter 3Chapter 3The InternalThe InternalEnvironmentEnvironmentThe Strategic Management ProcessFeedbackFeedbackStrategic InputsStrategic InputsStrategic ActionsStrategic ActionsStrategic OutcomesStrategic OutcomesChapter 13Chapter 13StrategicStrategicEntrepreneursh
4、ipEntrepreneurshipChapter 6Chapter 6Corporate-Corporate-Level StrategyLevel StrategyChapter 9Chapter 9CooperativeCooperativeStrategyStrategyChapter 5Chapter 5Competitive RivalryCompetitive Rivalryand Competitiveand CompetitiveDynamics Dynamics Chapter 8Chapter 8InternationalInternationalStrategyStra
5、tegyChapter 4Chapter 4Business-LevelBusiness-LevelStrategyStrategyChapter 7Chapter 7Acquisition andAcquisition andRestructuringRestructuringStrategiesStrategies2Cooperative Strategyl lCooperative strategy is a strategy in which Cooperative strategy is a strategy in which firmsfirms work togetherwork
6、 together to achieve a shared objectiveto achieve a shared objectivel lCooperating with other firms is a strategy Cooperating with other firms is a strategy thatthat creates valuecreates value for a customer for a customer exceeds the costexceeds the cost of constructing customer of constructing cus
7、tomer value in other waysvalue in other ways establishes a establishes a favorable positionfavorable position relative to relative to competitioncompetition3Strategic Alliancel lA strategic alliance is a cooperative A strategic alliance is a cooperative strategy in whichstrategy in which firms firms
8、 combine some of their resources and combine some of their resources and capabilitiescapabilities to create a competitive advantageto create a competitive advantagel l A strategic alliance involvesA strategic alliance involves exchange and sharingexchange and sharing of resources and of resources an
9、d capabilitiescapabilities co-development or distributionco-development or distribution of goods or of goods or servicesservices4CombinedCombinedResourcesResourcesCapabilitiesCapabilitiesCore CompetenciesCore CompetenciesResourcesResourcesCapabilitiesCapabilitiesCore CompetenciesCore CompetenciesRes
10、ourcesResourcesCapabilitiesCapabilitiesCore CompetenciesCore CompetenciesStrategic AllianceFirm AFirm AFirm BFirm BMutual interests in designing,manufacturing,Mutual interests in designing,manufacturing,or distributing goods or servicesor distributing goods or services5Types of Cooperative Strategie
11、sl lJoint venture:Joint venture:two or more firms create an two or more firms create an independent company by combining parts independent company by combining parts of their assetsof their assetsl lEquity strategic allianceEquity strategic alliance:partners who:partners who own different percentage
12、s of equity in a own different percentages of equity in a new venturenew venturel lNonequity strategic alliances:contractual Nonequity strategic alliances:contractual agreements given to a company to supply,agreements given to a company to supply,produce,or distribute a firms goods or produce,or dis
13、tribute a firms goods or services without equity sharingservices without equity sharing6MarketMarketReasonReasonSlow CycleSlow Cycle Gain access to a restricted marketGain access to a restricted market Establish a franchise in a new marketEstablish a franchise in a new market Maintain market stabili
14、ty(e.g.,Maintain market stability(e.g.,establishing standards)establishing standards)Reasons for Strategic Alliances by Market Type7MarketMarketReasonReasonFast CycleFast Cycle Speed up development of new goods or Speed up development of new goods or serviceservice Speed up new market entrySpeed up
15、new market entry Maintain market leadershipMaintain market leadership Form an industry technology standardForm an industry technology standard Share risky R&D expensesShare risky R&D expenses Overcome uncertaintyOvercome uncertaintyReasons for Strategic Alliances by Market Type8MarketMarketReasonRea
16、sonStandard CycleStandard Cycle Gain market power(reduce industry Gain market power(reduce industry overcapacity)overcapacity)Gain access to complementary resourcesGain access to complementary resources Establish economies of scaleEstablish economies of scale Overcome trade barriersOvercome trade ba
17、rriers Meet competitive challenges from other Meet competitive challenges from other competitorscompetitors Pool resources for very large capital Pool resources for very large capital projectsprojects Learn new business techniquesLearn new business techniquesReasons for Strategic Alliances by Market
18、 Type9Business-Level Cooperative Strategies:ComplementaryComplementaryAlliancesAlliances complementary strategic alliances complementary strategic alliances are designed to take advantage of are designed to take advantage of market opportunities by combining market opportunities by combining partner
19、 firms assets in partner firms assets in complementary ways to create new complementary ways to create new valuevalue these include distribution,supplier these include distribution,supplier or outsourcing alliances where or outsourcing alliances where firms rely on upstream or firms rely on upstream
20、 or downstream partners to build downstream partners to build competitive advantagecompetitive advantageComplementary Strategic AlliancesComplementary Strategic Alliances10Business-Level Cooperative Strategies:MarginMarginPrimary ActivitiesSupport ActivitiesServiceMarketing&SalesOutbound LogisticsOp
21、erationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementMarginMarginPrimary ActivitiesSupport ActivitiesServiceMarketing&SalesOutbound LogisticsOperationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementVertical A
22、llianceVertical AllianceSupplierSupplier vertical complementary vertical complementary strategic alliance is formed strategic alliance is formed between firms that agree to between firms that agree to use their skills and use their skills and capabilities in different stages capabilities in differen
23、t stages of the value chain to create of the value chain to create value for both firmsvalue for both firms outsourcing is one example outsourcing is one example of this type of allianceof this type of allianceBuyerBuyerComplementary Strategic AlliancesComplementary Strategic Alliances11Business-Lev
24、el Cooperative Strategies:MarginMarginPrimary ActivitiesSupport ActivitiesServiceMarketing&SalesOutbound LogisticsOperationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementMarginMarginPrimary ActivitiesSupport ActivitiesServiceMarketing&SalesOutbound Logis
25、ticsOperationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementHorizontal AllianceHorizontal AllianceBuyerBuyerPotential CompetitorsPotential Competitors horizontal complementary strategic alliance is formed horizontal complementary strategic alliance is fo
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