Cooperative,Strategy（英文版）(ppt,29页)

2003SouthwesternPublishingCompany 1 CooperativeStrategy MichaelA HittR DuaneIrelandRobertE Hoskisson Chapter9 2 StrategyImplementation Chapter11OrganizationalStructureandControls Chapter10CorporateGovernance Chapter12StrategicLeadership Strategyulation StrategicCompetitivenessAbove AverageReturns StrategicIntentStrategicMission Chapter2TheExternalEnvironment Chapter3TheInternalEnvironment TheStrategicManagementProcess Feedback Strategics 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 SpeedupdevelopmentofnewgoodsorserviceSpeedupnewmarketentryMaintainmarketleadershipanindustrytechnologystandardShareriskyR DexpensesOvercomeuncertainty ReasonsforStrategicAlliancesbyMarketType 9 Market Reason StandardCycle Gainmarketpower reduceindustryovercapacity GainaccesstocomplementaryresourcesEstablisheconomiesofscaleOvercometradebarriersMeetcompetitivechallengesfromothercompetitorsPoolresourcesforverylargecapitalprojectsLearnnewbusinesstechniques ReasonsforStrategicAlliancesbyMarketType 10 Business LevelCooperativeStrategies complementarystrategicalliancesaredesignedtotakeadvantageofmarketopportunitiesbycombiningpartnerfirms assetsincomplementarywaystocreatenewvalue theseincludedistribution supplieroroutsourcingallianceswherefirmsrelyonupstreamordownstreampartnerstobuildcompetitiveadvantage ComplementaryStrategicAlliances 11 Business LevelCooperativeStrategies VerticalAlliance Supplier verticalcomplementarystrategicallianceisedbetweenfirmsthatagreetousetheirskillsandcapabilitiesindifferentstagesofthuechaintocreatueforbothfirmsoutsourcingisoneexampleofthistypeofalliance Buyer ComplementaryStrategicAlliances 12 Business LevelCooperativeStrategies HorizontalAlliance Buyer PotentialCompetitors horizontalcomplementarystrategicallianceisedbetweenpartnerswhoagreetocombinetheirresourcesandskillstocreatueinthesamestageofthuechainfocusonlong termproductdevelopmentanddistributionopportunitiesthepartnersmaybecomecompetitorsrequiresagreatdealoftrustbetweenthepartners Buyer ComplementaryStrategicAlliances 13 Business LevelCooperativeStrategies competitionresponsestrategicalliancesoccurwhenfirmsjoinforcestorespondtoastrategicactionofanothercompetitorbecausetheycanbedifficulttoreverseandexpensivetooperate competitionresponsestrategicalliancesareprimarilyedtorespondtostrategicratherthantacticalactions CompetitionResponseAlliances 14 Business LevelCooperativeStrategies uncertaintyreducingstrategicalliancesareusedtohedgeagainstriskanduncertaintythesealliancesaremostnoticedinfast cyclemarketsalliancemaybeedtoreducetheuncertaintyassociatedwithdevelopingnewproductortechnologystandards UncertaintyReducingAlliances 15 Business LevelCooperativeStrategies competitionreducingstrategicalliancesmaybecreatedtoavoiddestructiveorexcessivecompetitionexplicitcollusionexistswhenfirmsdirectlynegotiateproductionoutputandpricingagreementsinordertoreducecompetition illegal tacitcollusionexistswhenseveralfirmsinanindustryindirectlycoordinatetheirproductionandpricingdecisionsbyobservingeachother scompetitiveactionsandresponses CompetitionReducingAlliances 16 Business LevelCooperativeStrategies mutualforbearanceisaoftacitcollusioninwhichfirmsavoidcompetitiveattacksagainstthoserivalstheymeetinmultiplemarketscompetitionreducingstrategicalliancesmayrequiregovernmentstofindwaystopermitcollaborationamongrivalswithoutviolatingantitrustlaws CompetitionReducingAlliances 17 Corporate LevelCooperativeStrategies Corporate levelcooperativestrategiesaredesignedtofacilitateproductand ormarketdiversificationdiversifyingstrategicalliancesynergisticstrategicalliancefranchisingDiversifyingalliancesandsynergisticalliancesallowfirmstogrowandd