9合作策略

©2003SouthwesternPublishingCompany1CooperativeStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter92StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurshipChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies3CooperativeStrategyCooperativestrategyisastrategyinwhichfirms–worktogether–toachieveasharedobjectiveCooperatingwithotherfirmsisastrategythat–createsvalueforacustomer–exceedsthecostofconstructingcustomervalueinotherways–establishesafavorablepositionrelativetocompetition4StrategicAllianceAstrategicallianceisacooperativestrategyinwhich–firmscombinesomeoftheirresourcesandcapabilities–tocreateacompetitiveadvantageAstrategicallianceinvolves–exchangeandsharingofresourcesandcapabilities–co-developmentordistributionofgoodsorservices5CombinedResourcesCapabilitiesCoreCompetenciesResourcesCapabilitiesCoreCompetenciesResourcesCapabilitiesCoreCompetenciesStrategicAllianceFirmAFirmBMutualinterestsindesigning,manufacturing,ordistributinggoodsorservices6TypesofCooperativeStrategiesJointventure:twoormorefirmscreateanindependentcompanybycombiningpartsoftheirassetsEquitystrategicalliance:partnerswhoowndifferentpercentagesofequityinanewventureNonequitystrategicalliances:contractualagreementsgiventoacompanytosupply,produce,ordistributeafirm’sgoodsorserviceswithoutequitysharing7MarketReasonSlowCycle•Gainaccesstoarestrictedmarket•Establishafranchiseinanewmarket•Maintainmarketstability(e.g.,establishingstandards)ReasonsforStrategicAlliancesbyMarketType8MarketReasonFastCycle•Speedupdevelopmentofnewgoodsorservice•Speedupnewmarketentry•Maintainmarketleadership•Formanindustrytechnologystandard•ShareriskyR&Dexpenses•OvercomeuncertaintyReasonsforStrategicAlliancesbyMarketType9MarketReasonStandardCycle•Gainmarketpower(reduceindustryovercapacity)•Gainaccesstocomplementaryresources•Establisheconomiesofscale•Overcometradebarriers•Meetcompetitivechallengesfromothercompetitors•Poolresourcesforverylargecapitalprojects•LearnnewbusinesstechniquesReasonsforStrategicAlliancesbyMarketType10Business-LevelCooperativeStrategies:ComplementaryAlliances•complementarystrategicalliancesaredesignedtotakeadvantageofmarketopportunitiesbycombiningpartnerfirms’assetsincomplementarywaystocreatenewvalue–theseincludedistribution,supplieroroutsourcingallianceswherefirmsrelyonupstreamordownstreampartnerstobuildcompetitiveadvantageComplementaryStrategicAlliances11Business-LevelCooperativeStrategies:PrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementVerticalAllianceSupplier•verticalcomplementarystrategicallianceisformedbetweenfirmsthatagreetousetheirskillsandcapabilitiesindifferentstagesofthevaluechaintocreatevalueforbothfirms•outsourcingisoneexampleofthistypeofallianceBuyerComplementaryStrategicAlliances12Business-LevelCooperativeStrategies:PrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementHorizontalAllianceBuyerPotentialCompetitors•horizontalcomplementarystrategicallianceisformedbetweenpartnerswhoagreetocombinetheirresourcesandskillstocreatevalueinthesamestageofthevaluechain•focusonlong-termproductdevelopmentanddistributionopportunities•thepartnersmaybecomecompetitors•requiresagreatdealoftrustbetweenthepartnersBuyerComplementaryStrategicAlliances13Business-LevelCooperativeStrategies:•competitionresponsestrategicalliancesoccurwhenfirmsjoinforcestorespondtoastrategicactionofanothercompetitor•becausetheycanbedifficulttoreverseandexpensivetooperate,competitionresponsestrategicalliancesareprimarilyformedtorespondtostrategicratherthantacticalactionsCompetitionResponseAlliancesCompetitionResponseAlliancesComplementaryAlliances14Business-LevelCooperativeStrategies:•uncertaintyreducingstrategicalliancesareusedtohedgeagainstriskanduncertainty•thesealliancesaremostnoticedinfast-cyclemarkets•alliancemaybeformedtoreducetheuncertaintyassociatedwithdevelopingnewproductortechnologystandardsUncertaintyReducingAlliancesCompetitionResponseAlliancesUncertaintyReducingAlliancesComplementaryAlliances15Business-Level