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Strategic marketing ch7
- 1. Strategic Relationships Chapter 7 McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
- 2. * * * 1-2 Strategic relationships at IBM * Collaborative projects across all major parts of business services * Funding universities in services science * Partnership with Sony and Toshiba to produce new processor * Computer code shared with Apache open-source web-server * IBM programmers work on Linux projects * Collaborating with customers and competitors to invent new technologies * Strategy of openess
- 4. * * * 1-4 Strategic Relationships * The rationale for interorganizational relationships * Forms of organizational relationships * Managing interorganizational relationships * Global relationships among organizations
- 5. * * * 1-5 Rationale for Forming Strategic Relationships Value-enhancing opportunities Competitive strategy Skills and resource gaps Environmental complexity The rationale for interorganizational relationships
- 6. * * * 1-6 The rationale for interorganizational relationships (1) * Opportunities to enhance value * Environmental complexity * Competitive strategy * Skills and resource gaps * Technology constraints * Financial constraints * Market access * Information technology
- 7. * * * 1-7 Collaborations in open-source software * IBM and Sun aggressive supporters of Linux open-source software * Technology sharing and partnerships * Rebuilding the technology “ecosystem” * Reducing dependence on Microsoft
- 8. * * * 1-8 Airline Alliances * Major global alliances * Oneworld * Skyteam * Star Alliance * Contain 18 of the world’s largest airline * Account for 60% of total world airline capacity * But a history of alliance failures and desertions
- 9. * * * 1-9 The rationale for interorganizational relationships (2) * Evaluating the potential for collaboration * What is the strategy? * The costs of collaboration * Is relationship strategy essential? * Are good candidates available? * Do relationships fit our culture?
- 10. * * * 1-10 Mapping the Path to Market Leadership Market-Oriented Culture and Process Superior Customer Value Proposition Positioning with Distinctive Competencies Relationship Strategies Organizational Change
- 11. * * * 1-11 Firm Supplier relationships Customer relationships Internal partnerships Lateral partnerships Forms of organizational relationships
- 12. * * * 1-12 Illustrative interorganizational relationships Strategic Alliance Joint Venture Supplier/ Manufacturer Collaboration Distribution Channel Relationship M M W R EU M M JV
- 13. * * * 1-13 Forms of organizational relationships (1) * Supplier relationships * Strategic suppliers * Outsourcing * Intermediate customer relationships * End-user customer relationships * Strategic customers * Dominant customers * Strategic account management
- 14. * * * 1-14 Forms of organizational relationships (2) * Strategic alliances * Alliance success * Alliance weaknesses * Types of alliance * Requirements for alliance success * Alliance vulnerabilities * Joint ventures * Internal partnering
- 15. * * * 1-15 CostCo Versus Wal-Mart * CostCo has achieved major position in U.S. warehouse club business against strong competitors * Success based on customer choice and constant innovation and productivity improvement * CostCo compensates employees more generously than competitors - to motivate and retain good workers - they get lower staff turnover and higher productivity
- 16. * * * 1-16 Managing interorganizational relationships (1) * Objective of the relationship * New technologies and competencies * Developing new markets and building market position * Market selectivity * Restructuring and cost reduction
- 17. * * * 1-17 Managing interorganizational relationships (2) * Relationship management * Planning * Trust and self-interest * Conflicts * Leadership structure * Flexibility * Cultural differences * Technology transfer * Learning from partner’s strengths
- 18. * * * 1-18 Managing interorganizational relationships (3) * Partnering capabilities * Control, evaluation and review * Exiting from alliance * Identify/agree what triggers exit * Detail rights of each partner to assets/products * Design disengagement process * Communication plan for all involved parties
- 19. * * * 1-19 Managing Inter-Organizational Relationships Objective of the Relationship Relationship Management Partnering Capabilities Control and Evaluation Exiting from Alliance Managing Interorganizational relationships
- 20. * * * 1-20 Global relationships among organizations * The Global Integrated Enterprise * Inter-nation collaborations * The strategic role of government * Government interventions * Competing with state-owned enterprises * Collaborating with state-owned enterprises * Government regulation