文档介绍：Chapter 9
Cooperative Strategy
Competitiveness
Chapter 3
Internal
Environment
Chapter 2
External
Environment
The Strategic
Management
Process
Strategic Intent
Strategic Mission
Strategic
Competitiveness
Above Average
Returns
Feedback
Strategy Formulation
Chapter 4
Business-Level
Strategy
Chapter 5
Competitive
Dynamics
Chapter 6
Corporate-Level
Strategy
Chapter 8
International
Strategy
Chapter 9
Cooperative
Strategies
Chapter 7
Acquisitions &
Restructuring
Strategy Implementation
Chapter 10
Corporate
Governance
Chapter 11
Structure
& Control
Chapter 12
Strategic
Leadership
Chapter 13
Entrepreneurship
& Innovation
Strategic
Inputs
Strategic
Actions
Strategic
es
Partnerships between firms
bined to pursue
mutual interests to
Develop
Manufacture
Distribute
Goods
Services
Firm A
Firm B
where their
Core
Competencies
Capabilities
Resources
Strategic Alliances
Example: Dow Corning from Dow Chemical and Corning Inc.
Example: Chrysler and Mitsubishi Automotive
Example: Chrysler’s work
Types of Strategic Alliances
Independent firm is created by the joining assets from two other firms where each contributes 50% of the total
Joint Venture
Partnership where the two partners do not own equal shares
Equity Strategic Alliance
Contract is given to supply, produce or distribute a firm’s goods or services (without equity sharing)
Non-Equity Strategic Alliance
Reasons for Alliances by Market Type
Slow Cycle Market
Gain access to a restricted market
Establish franchise in a new market
Maintain market stability
Standard Cycle Market
Gain market power
Gain access plementary resources
e trade barriers
petitive challenge
Pool resources for large projects
Learn new business techniques
Fast
Cycle Market
Maintain market leadership
Form an industry technology standard
Share risky R&D expenses
e uncertainty
Increase speed of product, service or market entry
Corporate-Level
Diversification Alliances