• Save
Strategic Alliances Thesis Summary
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,010
On Slideshare
1,010
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. SummaryDerout Jean-PhilippePromotion 2008 – 2011Title :"Being big while staying small" How to support service’ companies in thedevelopment of a strategic alliance?Bibliography:three main references books BOUAYAD A., La Stratégie des 3 portefeuilles, DUNOD, 1996 GARETTE B., DUSSAUGE P., Les Stratégies d’alliance, les éditions d’organisation, 1996 SERIEYX H., Mettez du réseau dans vos pyramides, Village Mondial, 1996 Summary by the authorKeywords: Strategy, Development, SMEs, Strategic alliance, MethodologyStrategic alliance appears as one of the fittest strategy for small and mediumenterprises and for small office.To optimize the creation of a strategic alliance, it seemed relevant to study them inorder to propose a methodology and recommendations.We studied the strategic alliances from theoretical data collected in diverse worksand from the analyses and observations made on the ground.This study allowed us to advance the present ambiguity in this strategy returning itscreation and its delicate managementSo, we set up a progressive and rigorous methodology to minimize these risks.Furthermore, our observations allowed us to establish a certain numbers ofrecommendations to facilitate the creation and the management of a strategicalliance.
  • 2. SommaireAcknowlegment ....................................................... Error! Bookmark not defined.Summary ............................................................................................................ 1Table of contents ................................................................................................. 2Introduction ............................................................ Error! Bookmark not defined.I. What is a strategic alliance? .............................. Error! Bookmark not defined. 1.1 Why make an alliance with a competitor ?....... Error! Bookmark not defined. 1.2 Definition ......................................................... Error! Bookmark not defined. 1.3 What are the advantages of a strategic allianceError! Bookmark not defined. 1.4 Which are the risks and limites placing by a strategic alliance ?Error! Bookmark not defined. 1.5 Typology of strategic alliance.............................. Error! Bookmark not defined. 1.5.1 Co-integration alliances .............................. Error! Bookmark not defined. 1.5.2 Pseudo concentration alliances ..................... Error! Bookmark not defined. 1.5.3 Complementary alliances ............................. Error! Bookmark not defined.II. From the creation to the management of a strategic allianceError! Bookmark notdefined. 2.1 The major axis of a strategic alliance ................... Error! Bookmark not defined. 2.1.1 The purpose ............................................... Error! Bookmark not defined. 2.1.2 The project................................................. Error! Bookmark not defined. 2.1.3 The relationnal system................................. Error! Bookmark not defined. 2.1.4 The contract............................................... Error! Bookmark not defined. 2.2 Setting up a methodologyfor a strategic alliance ... Error! Bookmark not defined. 2.2.1 Specify the first idea ................................... Error! Bookmark not defined. 2.2.2 Set up the pertinence of a network approche... Error! Bookmark not defined. 2.2.3 Plan the steps ............................................. Error! Bookmark not defined. 2.2.4 Enroll the partners ...................................... Error! Bookmark not defined.
  • 3. 2.2.5 Assess and complete the project .................... Error! Bookmark not defined. 2.2.6 Organize thenetwork ................................... Error! Bookmark not defined. 2.2.7 Implementandmanage the network ................ Error! Bookmark not defined.III. The strategic alliance into practice ................ Error! Bookmark not defined. 3.1 Foreword .......................................................... Error! Bookmark not defined. 3.2 Presentation of the companies ............................. Error! Bookmark not defined. 3.2.1 Lotura Conseil............................................ Error! Bookmark not defined. 3.2.2 Linkki Consulting ....................................... Error! Bookmark not defined. 3.2.3 Enlace ....................................................... Error! Bookmark not defined. 3.3 The express needed and his context .............. Error! Bookmark not defined. 3.3.1 Elaboratea strategic alliance project in a participative wayError! Bookmark not defined. 3.3.2 The goals persued ................................................ Error! Bookmark not defined. 3.3.3 TheBenefits expected .................................. Error! Bookmark not defined. 3.4 Leading actions ................................................. Error! Bookmark not defined. 3.4.1 Inventory ................................................... Error! Bookmark not defined. 3.4.2 Final result’s meeting .................................. Error! Bookmark not defined. 3.5 From thedifficulties to the recommandations......... Error! Bookmark not defined. 3.6 Synthesisof therecommandations ......................... Error! Bookmark not defined. 3.6.1 Primary recommandation ............................. Error! Bookmark not defined. 3.6.2 Recommandation into the creation of the allianceError! Bookmark not defined. 3.6.3 Recommandation into management of the allianceError! Bookmark not defined.Conclusion .......................................................................................................... 4Bibliography ........................................................... Error! Bookmark not defined.Annex...................................................................... Error! Bookmark not defined.
  • 4. IntroductionToday strategic alliances have become the subject of research and manypublications. The publications essentially concern big companies, multinationals, andmost of them are industrials.But, what is the situation of strategic alliances of small and medium enterprises? Andin particularity in the service’s sector?According to the barometer of the quarter conjuncture of SME published byFIDUCIAL and IFOP in 2010, 97% of French companies are SME, and quarter ofthem belong to the sector of companies’ services.Those enterprises used to be mono-services and poor in resources (human,financial, physical, time…) that not permit to develop themselves in an isolate way.However, if an enterprise wants to stay viable, it must to develop his business, toenrich his offer, to acquire new markets…)Small enterprises are more present in the market, must also deal with internationalconcurrence. This concurrence provide from big groups who are oftenmultidisciplinary and with a solid notoriety.Howto be large but still small? How to take advantage of a salesforce, marketing, and visibility and reliability of a large SME while retaining theflexibility and low cost structure of a small business?The strategic alliance is naturally come as an answer to this problem and lot ofentrepreneur has quickly chosen to use this strategy.In fact, a strategic alliance is a long term project, which must be created methodicallyand in a share way if he wants to have results one day.This bachelor thesis answers the problematic “being big and small in the same time”,how accompany services’ companies in the creation of a strategic alliance? Thus wewill analyse the failure’s factors in the creation of a strategic alliance in order to set upa methodology and recommendations to avoid them.
  • 5. This careful though is making around three principal parts. First, we will define thetheatrical aspects of strategic alliance.Second, we will take interest to the implementation of this theory by proposing amethodology in order to create and manage a strategic alliance. Finally, in a third partwe will expose a practical case from whose we will establish recommendations forthe creation and the management of a strategic alliance.
  • 6. ConclusionNow, the entrepreneur desiring to create a strategic alliance has hereafter at hisdisposal all essentials information.Thus, for now he can understand the foundation of strategic alliance base on theassociation of rival companies in order to lead well a project or a specific business bycoordinating their competences, means, and resources. Moreover, he can apprehendthe advantages and risks of this strategy.Indeed, the strategic alliance allows the member’s companies to keep their autonomyand the comeback in their decisions thanks to the reversibility of this cooperation. it’spossible to him to understand the ambiguity of this strategy, merging relations ofrivalry and cooperation, leading to some risks in his management and administration.Moreover, the ceo desiring resort to a strategic alliance can hereafter has at onedisposal a flexible and precise methodology. It permits him to optimise the success ofthe creation of the alliance. Based on three major axes and one foreword, thismethodology particularly insists on the necessity to precise the first idea of the projectand on the need to use a gradual and collaborative step, including further and furtherthe actives involved.Finally, the presentation and analyse of a practical case allow the entrepreneur to beaware of the difficulties that he could meet and relatives recommendations for usingthis strategy.