The document discusses various definitions and concepts related to marketing. It defines marketing as involving activities like buying and selling goods, transportation and storage to meet needs and demands in the market. Marketing is also defined as the process where individuals and groups obtain their wants and needs through production and exchange of goods and services. Another definition presented is that marketing is an advanced commercial term referring to a wide range of research, design, procurement, production, quality control, warehousing, preparation for consumption, price determination and sales identification activities.

1. ‫ایران‬ ‫توسعه‬ ‫شهر‬ ‫آرمان‬
‫جدید‬ ‫کارهای‬ ‫و‬ ‫کسب‬ ‫و‬ ‫جدید‬ ‫محصوالت‬ ‫برای‬ ‫خالقانه‬ ‫بازاریابی‬
‫جلسه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫درس‬‫هشتم‬
‫دانش‬ ‫عصر‬ ‫کیمیاگران‬ ‫موسسه‬

3. •‫بازاریابی‬‫شامل‬‫شناخت‬‫نظام‬‫بازار‬‫و‬‫نیازها‬‫و‬‫خواسته‬‫هاورفع‬‫آنها‬‫ازطریق‬‫مبادالت‬
‫مطلوب‬‫است‬.
•‫بازاریابی‬‫یعنی‬‫انجام‬‫فعالیتهایی‬‫مثل‬‫خرید‬‫و‬‫فروش‬‫کاال،حمل‬‫و‬‫نقل‬‫و‬‫انبار‬‫ک‬‫ردن‬‫آن‬
•‫بازاریابی‬‫به‬‫مجموعه‬‫اي‬‫از‬‫فعالیتهاي‬‫بازرگانی‬‫اطالق‬‫می‬‫شود‬‫که‬‫جریان‬‫کاالها‬‫یا‬
‫خدمات‬‫را‬‫از‬‫تولیدکننده‬‫تا‬‫مصرف‬‫کننده‬‫یا‬‫استفاده‬‫کننده‬‫نهایی‬‫آن‬‫هدایت‬‫می‬‫کند‬.
•‫بازاریابی‬‫عبارت‬‫است‬‫از‬‫فرایندي‬‫که‬‫طی‬‫آن‬‫افراد‬‫و‬،‫گروهها‬‫از‬‫طریق‬‫تولید‬‫و‬‫مب‬‫ادله‬
‫کاال‬‫و‬‫فایده‬‫با‬،‫دیگران‬‫خواسته‬‫ها‬‫و‬‫نیازهاي‬‫خود‬‫را‬‫تامین‬‫می‬‫کنند‬.
‫بازاریابی‬ ‫تعاریف‬(MARKETING)

4. •‫بازاريابي‬‫در‬‫بازرگاني‬‫پيشرفته‬‫به‬‫معني‬‫طيف‬‫وسيعي‬‫از‬‫فعاليت‬‫هاي‬
،‫تحقيقاتي‬،‫طراحي‬،‫تدارکات‬،‫توليد‬،‫بيمه‬‫کنترل‬،‫کيفيت‬،‫انبارداري‬‫آم‬‫اده‬
‫سازي‬‫براي‬،‫مصرف‬‫تعيين‬،‫قيمت‬‫تعيين‬‫عوامل‬،‫فروش‬‫شناسايي‬‫مشت‬،‫ري‬
‫بسته‬،‫بندي‬‫فروش‬‫و‬‫خدمات‬‫پس‬‫از‬‫فروش‬‫است‬‫به‬‫طوري‬‫که‬‫توزيع‬‫وانت‬‫قال‬
‫کاال‬‫به‬‫مصرف‬‫کنندگان‬‫دور‬‫و‬‫نزديک‬‫را‬‫تسهيل‬‫نمايد‬.
‫بازاریابی‬ ‫تعاریف‬(MARKETING)

5. ‫تحليل‬ ‫و‬ ‫تجزيه‬ ‫با‬ ‫که‬ ‫است‬ ‫اين‬ ‫موسسه‬ ‫هر‬ ‫در‬ ‫بازاريابي‬ ‫مديران‬ ‫وظيفه‬،
‫برنامه‬‫موقع‬ ‫يک‬ ،‫کارآمد‬ ‫و‬ ‫موثر‬ ‫بازاريابي‬ ‫هاي‬ ‫برنامه‬ ،‫کنترل‬ ‫و‬ ‫اجرا‬ ،‫ريزي‬‫يت‬
‫کنند‬ ‫ايجاد‬ ‫هدف‬ ‫بازارهاي‬ ‫در‬ ‫شرکت‬ ‫براي‬ ‫ممتاز‬ ‫رقابتي‬.
1-‫بازاریابی‬ ‫مدیر‬ ‫وظایف‬

6. ‫بازارسازي‬
،‫بازار‬ ‫سهم‬ ‫افزایش‬ ‫و‬ ‫ایجاد‬
،‫مناسب‬ ‫تصویر‬ ‫ساختن‬
‫بازار‬ ‫در‬ ‫دلخواه‬ ‫جاي‬ ‫یافتن‬
‫بازارداري‬
‫مشتریان‬ ‫حفظ‬ ‫یا‬ ‫افزایش‬
(‫نوآوري‬ ‫و‬ ‫خالقيت‬)
‫بازاریابی‬
‫شناساندن‬ ، ‫شناسایی‬
«‫رضایت‬»
‫بازارسنجی‬
‫گذشته‬ ‫ارزیابی‬ ‫و‬ ‫مقایسه‬
‫دیگران‬ ‫و‬ ‫خود‬ ‫حال‬ ‫و‬
‫آینده‬ ‫ترسيم‬ ‫براي‬
‫گردي‬ ‫بازار‬
‫صحنه‬ ‫در‬ ‫حضور‬
،‫بازارها‬ ‫و‬ ‫مبادالت‬
‫ارتباطات‬ ‫و‬ ‫اطالعات‬
‫بازار‬
‫بازارگرمی‬
‫رقابت‬ ‫براي‬ ‫آمادگی‬
‫تبليغات‬ ‫انجام‬
‫بازاریابی‬
‫و‬ ‫بازارهدف‬ ‫یافتن‬
‫بازارها‬ ‫بندي‬ ‫بخش‬
‫گردانی‬ ‫بازار‬
‫طریق‬ ‫از‬ ‫بازار‬ ‫كردن‬ ‫اداره‬
‫مدیریت‬(،‫محصول،قيمت‬
‫ترفيع‬ ‫و‬ ‫توزیع‬)
(‫بازار‬ ‫مدیریت‬)
‫گرائی‬ ‫بازار‬
‫وگرایش‬ ‫تمایل‬ ، ‫توجه‬
‫بازار‬ ‫و‬ ‫مشتري‬ ‫به‬
‫بازارشناسی‬
‫بازاریابی‬ ‫تحقيقات‬
‫بازار‬ ‫بررسيهاي‬ ‫و‬
‫بازاریابی‬ ‫دهنده‬ ‫تشكيل‬ ‫اجزاء‬

7. ‫بازارگرايي‬:‫گرايش‬‫به‬‫بازار‬‫و‬‫نيازهاي‬‫مشتري‬‫که‬‫اولين‬‫ويژگي‬‫بازاريابي‬‫جديد‬‫است‬‫به‬‫عن‬‫وان‬‫يک‬
‫فرهنگ‬‫و‬‫بينش‬‫پذيرفته‬‫شود‬.
‫بازارشناسي‬:‫شناخت‬‫بازار‬‫تالشي‬‫نظام‬‫مند‬‫است‬‫براي‬‫گردآوري‬،‫ضبط‬‫و‬‫ثبت‬‫اطالعات‬‫مرب‬‫وط‬‫به‬
‫همه‬‫اجزاي‬‫تشكيل‬‫دهنده‬‫نظام‬‫بازار‬‫مانند‬‫خريداران‬‫بالقوه‬‫و‬‫بالفعل‬،‫فروشندگان‬،‫واسطه‬‫ه‬‫اي‬
‫گوناگون‬،‫رقبا‬،‫سازمانهاي‬‫تسهيالتي‬‫و‬‫خدماتي‬‫و‬‫در‬‫نهايت‬‫همه‬‫عواملي‬‫که‬‫بر‬‫نظام‬‫بازار‬‫ت‬‫اثير‬‫دارند‬
.
‫بازاريابي‬:‫بخش‬‫بندي‬‫يا‬‫تقسيم‬‫بازارها‬‫و‬‫تعيين‬‫محصوالت‬‫شرکت‬‫براي‬‫مناسبترين‬‫ب‬‫ازارها‬.
‫بازارسازي‬:‫نفوذ‬‫در‬‫بازار‬‫و‬‫معرفي‬‫و‬‫شناساندن‬‫سازمان‬‫و‬‫محصوالت‬‫و‬‫خدمات‬‫آن‬‫با‬‫استفاده‬‫از‬
‫عوامل‬‫قابل‬‫کنترل‬‫بازاريابي‬(،‫محصول‬‫قيمت‬،‫توزيع‬‫و‬‫پيشبرد‬‫فروش‬)
‫بازاریابی‬ ‫دهنده‬ ‫تشكيل‬ ‫اجزاء‬

8. ‫با‬‫زارگردي‬:‫شرکت‬‫کردن‬‫در‬‫نمايشگاهها‬،‫بازديد‬‫از‬‫بازارهاي‬‫گوناگون‬‫و‬‫بودن‬‫در‬‫محيط‬‫ب‬‫ازار‬
‫ديدگاه‬‫مديران‬‫را‬‫بازتر‬‫و‬‫گسترده‬‫تر‬‫مي‬‫سازد‬.
‫بازار‬‫سنجي‬:‫بررسي‬‫و‬‫ارزيابي‬‫گذشته‬‫و‬‫استفاده‬‫از‬‫تجربيات‬.‫تحليل‬‫موقعيت‬‫بازا‬‫ر‬‫با‬‫توجه‬‫به‬
‫آنچه‬‫هستيم‬‫و‬‫داريم‬‫و‬‫آنچه‬‫بايد‬‫داشته‬‫باشيم‬.
‫بازارداري‬:‫حفظ‬‫مشتري‬‫و‬‫ايجاد‬‫زمينه‬‫براي‬‫بازگرداندن‬‫او‬‫به‬‫سوي‬‫خود‬.
‫بازارگرمي‬:‫تبليغات‬‫و‬‫تشويقات‬‫به‬‫موقع‬‫جهت‬‫آگاه‬‫ساختن‬،‫متقاعد‬‫ساختن‬‫و‬‫ترغي‬‫ب‬
‫مشتريان‬‫براي‬‫ارتباط‬‫بيشتر‬‫با‬‫سازمان‬.
‫بازار‬‫گرداني‬:‫مديريت‬‫بازار‬‫که‬‫شامل‬‫برنامه‬‫ريزي‬،‫اجرا‬‫و‬‫کنترل‬‫امور‬‫گوناگون‬‫بازار‬‫و‬‫ا‬‫بعاد‬
‫مختلف‬‫بازاريابي‬‫است‬.
‫بازاریابی‬ ‫دهنده‬ ‫تشكيل‬ ‫اجزاء‬

9. ‫تقاضا‬ ‫حالت‬‫و‬‫بازاريابي‬ ‫ظيفه‬‫رسم‬ ‫نام‬‫ي‬
‫منفي‬ ‫تقاضاي‬‫تقاضا‬ ‫کردن‬ ‫معكوس‬‫تبديل‬ ‫بازاريابي‬‫ي‬
‫تقاضا‬ ‫عدم‬‫تقاضا‬ ‫ايجاد‬‫انگيزش‬ ‫بازاريابي‬‫ي‬
‫پنهان‬ ‫تقاضاي‬‫تقاضا‬ ‫توسعه‬‫ا‬ ‫توسعه‬ ‫بازاريابي‬‫ي‬
‫متزلزل‬ ‫تقاضاي‬‫تقاضا‬ ‫دادن‬ ‫رونق‬‫مجدد‬ ‫بازاريابي‬
‫نامنظم‬ ‫تقاضاي‬‫تقاضا‬ ‫کردن‬ ‫همزمان‬‫همزماني‬ ‫بازاريابي‬
‫کامل‬ ‫تقاضاي‬‫تقاضا‬ ‫حفظ‬‫حفاظتي‬ ‫بازاريابي‬
‫حد‬ ‫از‬ ‫بيش‬ ‫تقاضاي‬‫تقاضا‬ ‫کاهش‬‫تضعيفي‬ ‫بازاريابي‬
‫ناسالم‬ ‫تقاضاي‬‫تقاضا‬ ‫انحالل‬‫اي‬ ‫مقابله‬ ‫بازاريابي‬
‫بازاریابی‬ ‫مدیریت‬ ‫وظایف‬ ‫و‬ ‫تقاضا‬ ‫حاالت‬ ‫جدول‬

10. • ‫فروش‬ ‫مفهوم‬
• ‫یابی‬ ‫بازار‬ ‫مفهوم‬
‫ش‬‫و‬‫فر‬‫و‬ ‫یابی‬‫ر‬‫ا‬‫ز‬‫با‬ ‫تفاوت‬
‫فروش‬ ‫حجم‬ ‫طریق‬ ‫از‬ ‫سود‬‫تبلیغات‬ ‫و‬ ‫فروشندگی‬‫محصوالت‬‫کارخانه‬
‫مشتری‬ ‫رضایت‬ ‫طریق‬ ‫از‬ ‫سود‬‫یکپارچه‬ ‫بازاریابی‬‫مشتری‬ ‫نیازهای‬‫هدف‬ ‫بازار‬
‫شروع‬ ‫نقطه‬ ‫توجه‬ ‫کانون‬ ‫وسیله‬ ‫پایانی‬ ‫نقطه‬

11. ‫خالقیت‬ ‫و‬ ‫نوآوری‬ ‫تفاوت‬
•‫ج‬ ‫فكر‬ ‫و‬ ‫انديشه‬ ‫يک‬ ‫توليد‬ ‫و‬ ‫پيدايي‬ ‫خالقيت‬‫ديدد‬
‫انديش‬ ‫آن‬ ‫ساختن‬ ‫عملي‬ ‫نوآوري‬ ‫که‬ ‫حالي‬ ‫در‬ ‫است‬‫ه‬
‫است‬ ‫فكرجديد‬ ‫و‬.
•‫نوآوري‬‫ناشدي‬ ‫جديدد‬ ‫تفكدرات‬ ‫کارگيري‬ ‫به‬ ‫معني‬ ‫به‬‫از‬
‫ودورت‬ ‫بده‬ ‫تواند‬ ‫مي‬ ‫سازمان‬ ‫يک‬ ‫در‬ ‫که‬ ‫است‬ ‫خالقيت‬
‫کارها‬ ‫انجام‬ ‫جديد‬ ‫حل‬ ‫راه‬ ‫يا‬ ‫و‬ ‫خدمت‬ ‫جديد‬ ‫کاالي‬ ‫يک‬
‫باشد‬.
•‫و‬ ‫دارد‬ ‫ندو‬ ‫هداي‬ ‫انديشه‬ ‫ايجاد‬ ‫قدرت‬ ‫به‬ ‫اشاره‬ ‫خالقيت‬
‫ند‬ ‫و‬ ‫تدازه‬ ‫افكار‬ ‫آن‬ ‫ساختن‬ ‫کاربردي‬ ‫معناي‬ ‫به‬ ‫نوآوري‬‫و‬
‫است‬.

12. ‫یابی‬‫ر‬‫ا‬‫ز‬‫با‬‫خ‬‫الق‬
ATERAL ARKETING

13. ‫خالق‬ ‫یابی‬‫ر‬‫ا‬‫ز‬‫با‬ ‫ایند‬‫ر‬‫ف‬‫تشریح‬
‫دهنده‬‫ائه‬‫ر‬‫ا‬:‫محمودی‬‫لیال‬–‫یابی‬‫ر‬‫ا‬‫ز‬‫با‬‫شد‬‫ر‬‫ا‬‫ی‬‫شناس‬‫ر‬‫کا‬‫ی‬‫دانشجو‬

14. ‫دیگریست‬ ‫ازهرزمان‬ ‫تر‬ ‫پیچیده‬ ‫بازاریابی‬ ‫امروزه‬!!
‫است‬ ‫رقابتی‬ ‫استراتژی‬ ‫واساس‬ ‫،پایه‬ ‫جدید‬ ‫محصوالت‬ ‫وعرضه‬ ‫نوآوری‬.

15. ،‫با‬ ‫خالق‬ ‫بازاریابی‬ ‫روند‬‫؟؟؟‬‫شود‬ ‫می‬ ‫آغاز‬.
‫یک‬ ‫انتخاب‬
‫یا‬ ‫کاال‬
‫خدمت‬

16. ‫ا‬،‫خالق‬ ‫بازاریابی‬ ‫ساس‬‫؟؟؟‬‫است‬. ‫شکاف‬ ‫ایجادیک‬
‫وفاصله‬

17. ‫بازاریابی‬ ‫شکاف‬ ‫ایجادیک‬:
1-‫کنید‬ ‫جایگزین‬ ‫را‬ ‫آن‬.

18. ‫باشیم‬ ‫داشته‬ ‫یاد‬ ‫به‬ ‫همواره‬:
-‫است‬ ‫فرآیند‬ ‫یک‬ ‫خالق‬ ‫بازاریابی‬.
-‫ای‬ ‫یافته‬ ‫سازمان‬ ‫توالی‬ ‫از‬ ‫که‬ ‫قاعده‬ ‫با‬ ‫و‬ ‫منظم‬ ‫فرآیندی‬
‫کند‬ ‫می‬ ‫پیروی‬.
-‫به‬ ‫باشد‬ ‫داشته‬ ‫موجودیت‬ ‫که‬ ‫چیزی‬ ‫درباره‬ ‫فرآیند‬ ‫این‬
‫رود‬ ‫می‬ ‫کار‬( .‫خدمت‬ ،‫کاال‬)
-‫موارد‬ ‫از‬ ‫بسیاری‬ ‫در‬ ‫که‬ ‫کند‬ ‫می‬ ‫ایجاد‬ ‫نوآوری‬ ‫یک‬
‫باشد‬ ‫جدید‬ ‫فرعی‬ ‫طبقه‬ ‫یا‬ ‫طبقه‬ ،‫بازار‬ ‫است‬ ‫ممکن‬.

19. New Product
Innovation
‫جدید‬ ‫محصوالت‬

20. Why New Products?
• New product development is critical to long-term success
• Approximately one-third of the revenue a business generates is
coming from products they did not sell five years ago
• Changing environment creates new demands and needs

21. Product Development
• Must be alert to quickly develop opportunities
• Focus on markets or product categories consistent with organization’s
objectives, resources, capabilities and strengths
• Securing a competitive advantage

22. Industrial New Product Ideas
• Company sources other than R&D 36.2%
• Analysis of the competition 27.0%
• Research & Development 24.3%
• Product users 15.8%
• Supplier suggestions 12.5%
• Product user research 10.5%
• Published information 7.9%

23. New Products
• A way of getting new and keeping old customers
• Effective way of obtaining a competitive advantage
• Source of growth and excitement

24. New Product Categories
• New to the world products
• New product lines
• Product line extensions
• Improvements and revisions to existing products
• Repositionings
• Cost reductions

25. Product Development Process
Market research
and
Opportunity scan
Concept
Testing
Prototype
Development
Test
Marketing
Product
Launch

26. Types of Partnerships
Complementors
Suppliers Focal Firm Distribution Customers
Competitors

27. Types of Partnerships
Vertical
• Vertical partnerships:
formed between different levels of the supply chain
• Buyer-supplier relationships
• Supplier – OEM customers
• Efficiencies in accessing materials
• Collaborate to innovate, differentiating end product
• Outsource service providers – business customers

28. Types of Partnerships
Vertical
• Manufacturers – distribution channel members
• Access to downstream markets
• Relay market information
• Companies – customers (end-users)
• Relationship marketing
• Long-term revenue stream
• Source of market information

29. Types of Partnerships –
Horizontal
• Horizontal partnerships
formed between firms that operate at the same level
of the supply chain
• Complementors
• Competitors

30. • Complementary Alliances
• Form with companies offering different components of the end-to-end
solution
• Allows each to maintain focus on own core competencies
• Stimulates demand through greater customer value
• Competitive Alliances
• “Competitive collaboration;” “co-opetition”
• Compete in some market domains, collaborate in others

31. Horizontal Partnerships and Financial Performance
• Higher financial performance from competitive alliance activity when:
• Moderate level of competitive alliance activity (versus low or high)
• More sophisticated competitor strategies/knowledge
• Win/win approach (versus win/lose)

32. Types of Partnerships –
Horizontal
• Industry consortium: industry-wide coalition
typically comprised of competitors who have a
shared interest
• Set industry standards
• Influence government regulations
• Pursue international markets
• Develop metrics for sustainability

33. Reasons for Partnering
• Gain access to resources and skills in a timely, more cost-efficient
manner
• Reasons vary over the product life cycle (next slide)

34. The Product Life Cycle, Innovation, and the
Role of Alliances
Emergence Growth Maturity Decline
Process
Innovation
Product
Innovation
Standards
Licensing
Technology
Licensing
R&D
Marketing
Manufacturing
Marketing
Process R&D
Attacker
Incumbent
High
Low
Rate of
Major
Innovation
Stage of Product Life Cycle
Alliance Types

35. The Product Life Cycle-
Emergence Stage
• Uncertainty surrounds product
• Purchasers are innovators and technology
enthusiasts
• Willing to take risks
• Require accurate portrayal of benefits and liabilities of
the innovation
• Require technically knowledgeable support
• Want new technology early and at a low cost

36. The Product Life Cycle-
Emergence Stage
• Why Partner?
• Alliances are valuable among potential competitors to
establish industry standards with:
• Licensing agreements
• Strategic alliances
• Diversification into complementary products
• Aggressive product positioning
(details on following slides)

37. The Product Life Cycle-
Partnering in the Emergence Stage
• Advantages of licensing strategy
• Ensures a wide supply base for the technology
• Limits the number of technologically incompatible product
choices for customers
• Hastens market acceptance
• Signals the possibility of a larger installed base
• Provides incentives for suppliers of complementary products to
pursue development

38. The Product Life Cycle-
Partnering in the Emergence Stage
• Drawbacks of licensing strategy
• May attempt to alter the technology to avoid paying licensing
fees or royalties
• Original developer loses a possible monopoly position
• Competition may lead to lower prices in the market

39. The Product Life Cycle-
Partnering in the Emergence Stage
• Strategic Alliance: cooperative agreement with
actual/potential competitor(s) to jointly sponsor
development of a technological standard
Advantages:
• Help ensure a wide supply base for the technology
• Build positive expectations for market demand
• Co-opt competitors
• Reduce confusion in marketplace
• Combined knowledge may produce superior product

40. The Product Life Cycle-
Partnering in the Emergence Stage
• Strategic Alliance
Drawbacks:
• Partner may appropriate the firm’s know-how in an
opportunistic fashion

41. “Go it alone” strategies for standard-setting
• Diversification
• Company offers multiple elements of the whole product solution
• Ex: iPod/iTunes
• Aggressive Product Positioning
• Company maximizes size of installed base by penetration pricing, wide
distribution, and many models/versions of product
Both strategies have pros/cons

42. Which Strategy to
Set Industry Standard?
Barriers to
Imitation
Firm has Requisite
Skills
Existence of Capable
Competitors
Aggressive Sole Provider High Yes No
Passive Multiple Licensing Low No Yes
Aggressive Positioning +
Licensing
Low Yes Yes
Selective Partnering High No Yes

43. The Product Life Cycle-
Growth Stage
• Dominant design becomes industry standard
• License to competitors
• Form R&D alliances to develop product extensions
• Form marketing alliances to access new markets
• Early adopters
• Needs increasingly clear
• Can envision the potential of the new technology
• Least price sensitive
• In a hurry to reap rewards
• Process technology replaces innovation in importance

44. The Product Life Cycle-
Maturity Stage
• High sales volume and revenue but slower growth
• Mass-market adopters
• Process innovation dominates to achieve cost
controls
• Outsourced relationships
• Marketing alliances

45. The Product Life Cycle-
Decline Stage
• Product replaced by new technologies
• License disruptive technology from a new
competitor
• Cycle begins again

46. Reasons to Partner
• Access resources and skills
• Gain cost efficiencies
• Speed time-to-market
• Access new markets
• Define industry standards

47. Reasons to Partner (cont.)
• Develop innovations and new products
• Develop complementary products
• Gain market clout
• Maintain focus on core competencies
• Learn from partners

48. Risks in Partnering
• Increase project complexity
• Loss of autonomy and control
• Decisions must be made jointly
• Success dependent on another’s efforts
• Loss of trade secrets
• Attempts to “disarm” competition
• Dilution of competitive advantage/ “de-skilling”

49. Risks in Partnering
• Legal issues and antitrust concerns
• Collaboration is necessary to compete globally
• Therefore, antitrust laws may encourage partnering
• Collaboration may decrease domestic competition
• Partnerships may come under scrutiny,
• Especially if they have an indirect impact on pricing

50. Risks in Partnering
• Failure to achieve objectives
• Incompatible cultures
• Lack of attention/resources in managing the relationship
• Trust issues

51. Factors Contributing to
Partnership Success
• Interdependence
• Shared mutual dependencies provide motivation for
partnership success
• Asymmetrical dependence leads to vulnerability and
possible exploitation
• Caution warranted with partners of unequal size
• Low levels of interdependence provide no motivation to
relationship

52. Factors Contributing to
Partnership Success
• Governance Structure
• Terms, conditions, systems, and processes used to manage
the alliance
• Unilateral: one party has authority to make decisions
• Bilateral: governance based on mutual expectations regarding
behaviors and activities
• Commitment
• Trust
• Communication
• Governance structure should match the partnership’s risk
level

53. Factors Contributing to
Partnership Success
• Commitment
• Desire to continue the relationship
• Committed members are less likely to
• take advantage
• make decisions that sabotage viability of relationship
• Demonstrated by
• Investments dedicated solely to the relationship

54. • Types of Commitment
• Economic need (“have to be committed”)
• Does not lead to partnership success
• Voluntary desire (“want to be committed”)
• Based on positive feeling and regard for partner’s contributions
• Associated with partnership success
• Moral obligation (“ought to be committed”)

55. Factors Contributing to
Partnership Success
• Trust
• Belief that partner’s decisions will serve best interest of the
partnership
• Partner will act honestly and benevolently
• Trust in the partner’s motives and intents
• Trust contributes to
• Effective information sharing
• Willingness to share scarce/sensitive resources
• Sense of mutual benefit

56. Factors Contributing to
Partnership Success
• Effective Communication
• Frequent sharing
• Includes proprietary information
• Bidirectional (two-way) communication
• Credible and reliable
• Both structured and ad hoc communication

57. Factors Contributing to
Partnership Success
• Perceived relationship fairness
3 Types of fairness
• Distributive: fairness in the distribution of awards
• Procedural: fairness of the process to determine distribution of
rewards
• Interactional: fairness of the nuances of interpersonal
treatment
Procedural fairness more important than
distributive fairness for long-term
relationship success.

58. Factors Contributing to
Partnership Success
• Compatible Corporate Cultures
• Different values and beliefs about how things are done
• Some companies have reputations as being hard to partner
with
• If corporate cultures clash, hard to realize partnership benefits.

59. Factors Contributing to
Partnership Success
• Integrative conflict resolution and negotiation
techniques
• Conflict resolution technique more important than the level
of conflict per se.
• Integrative resolution based on:
• Both parties have a shared stake in the outcome
• Addressing needs of both parties
• Identifying mutually beneficial solution (win/win)
• Escalate conflict beyond the operational level to senior level
• Negotiation is cheaper than legal recourse

60. Factors Contributing to
Partnership Success
• Judicious Use of Legal Contracts
• Contracts may violate the spirit of cooperation, but
• Contracts may also clarify obligations and expectations
• Contracts should be used in combination with bilateral
governance

61. • “Spirit of cooperation” is key
• Develop competency in partnering
• “cooperative competency;” “alliance competence;”
“partnering orientation”

62. Outsourcing
• High Risk/High Opportunity Vertical Partnerships
• Transfer an entire business function to a partner
• Types of Outsourcing
• Contract manufacturing
• BPO: Business Process Outsourcing
• ITO: Information Technology Outsourcing
• Innovation Outsourcing
• R&D, Product development, Design
• ODM Model: Original design manufacturer

63. Outsourcing
• Benefits: Gain access to expert performance
• Provider has refined knowledge in a specific function
• Scale economies
• Cost efficiencies
• Maintain focus on true core competencies

64. Global spending on outsourcing for various business functions
(2005)
$0 $100 $200
Logistics and Procurement
Electronics Manufacturing
Information Technology
Customer Care
Engineering
Finance and Accounting
Human Resources
Analytics
Dollar amountin billions

65. Business
Services
Outsourcing by
Region India
Middle East
and Africa
Latin America
and Caribbean
Central and
Eastern Europe
China and
Southeast Asia

66. Outsourcing
• Offshoring
• Performing functions outside of client’s home country
• Captive Offshoring
• Company-owned facilities in another country
• Reverse outsourcing
• An outsourced company opens an office in original country

67. Outsourcing
• Nearshore outsourcing
• Outsource provider is near company’s own boundaries,
same time zone
• Home shoring
• Domestic outsourcing, or
• Hiring domestic workers in their own home
• Farm Shoring
• Outsourcing to domestic, rural areas

68. Outsourcing: Reasons and Risks

69. Outsourcing: Reasons
• Cost Savings
• Contract manufacturing in particular
• Driven by economies of scale
• Volume discounts
• Supply chain efficiency
• Hone core competencies
• Outsource non-essential tasks

70. Outsourcing: Reasons
• Capabilities of Outsource Providers
• Skilled, low-cost talent pool
• Technology Developments
• Easier for companies to communicate with remote
outsource providers
• Mitigate HR Management Issues
• Overhead- pension plans, insurance, etc.

71. Outsourcing: Reasons
• Other general trends
• Globalization
• Competitive intensity
• Time/Cost pressures

72. Outsourcing: Risks
• Cost Savings Don’t Materialize
• Difficult to calculate true cost in advance
• Quality Concerns
• 1-800 numbers: endless transfers, confusion
• Suppliers don’t understand customer’s business
• Dependence on Vendor
• “Switching costs”

73. Outsourcing: Risks
• Dilution of Competitive Advantage
• Less differentiation from competitor
• “hollowed out”
• Risk of Fostering New Competition
• Sharing trade secrets
• Public Backlash
• Political issue

74. Outsourcing:
Contingency Approach
Success of Outsourcing:
- Cost savings
- New insights
Contingency Factors:
- Criticality of business function
- Nature of business process/
Degree of customization
- Task Characteristics
- Vendor capabilities
- Governance
Outsourcing:
- Whether to outsource
- The degree of outsourcing
- Type of outsourcing

75. Outsourcing:
Criticality of the Business Function
• Define mission-critical business processes; break-through innovations
• Core intellectual property and skills
•  Keep in-house
• For incremental innovation and non-critical processes
• Commodity knowledge and skills
•  Outsource

76. Outsourcing:
Nature of Business Process
PROCESS COMPLEXITY
Simple Complex
Standardized
Process
Outsource
Captive offshoring, selective
outsourcing
Customized
Process
Selective
Outsourcing,
Automation
In-house, selectively
outsource some
components

77. Outsourcing: Task Characteristics
• Economies of scale
• Can the function be aggregated across customer/OEM
businesses?
• If not: don’t outsource
• Transfer of explicit, codified knowledge
• Can the function be clearly mapped and communicated to
outsource provider?
• If not: don’t outsource
• Clearly specified ownership of intellectual property
rights/risks
• Can intellectual rights/responsibilities be clearly articulated?
• If not: don’t outsource

78. Outsourcing: Task Characteristics
• Vendor Capabilities
• What are the specific capabilities to perform the task?
• Does the provider have the requisite capabilities to
perform them?
• Governance
• Particularly important for R&D alliances
• Controls can limit innovation but are necessary
• Controls should be “ex ante” (before the work) rather than
“ex post” (during the work)

79. Outsourcing: Best Practices
• Have clear reasons to outsource
• Not: “my competitors are”
• Don’t outsource a mess
• Map workflow/process carefully
• Set up the right type of outsource relationship
• Maybe captive offshoring, etc.
• Be ready for possible backlash
• Invest time and effort to make it work
• Treat partners as equals

80. Outsourcing: Future Outlook
• Continued evolution
• Globally
• Migration to low-cost areas
• Politically
• Rhetoric of lost jobs
• Mitigate with educated work force
• Managerially
• Balance in-house, strategic alliances, outsourcing

81. Open Innovation
• Breakthrough innovations developed by an “innovation
ecosystem”
• A global network of partners – suppliers, customers, competitors
• Innovation based on collaboration and sharing of expertise and
knowledge between partners
• Innovation processes transcend local industry clusters and
national boundaries
• Driving Factors
• Complexity and uncertainty of R&D
• Globalization of industries
• Convergence of technologies
• Resource constraints

82. New Product Alliances
• Unique form of strategic alliance to generate
innovation
• Paradox:
• “Logic of innovation”
• Spontaneous, serendipitous insights
• “Logic of alliances”
• Detail roles and responsibilities
• Formalized collaborative arrangements
• Sharing of knowledge and expertise requires trust,
but:
• Many strategic alliances lack trust

83. New Product Alliances
• Success:
• Spirit of cooperation
• Governance
• Horizontal (competitive) partners reluctant to share knowledge, but
their innovations exhibit:
• High levels of product creativity
• Fast development speed
• Geographic proximity does not inhibit information sharing as long as:
• Partners have close, relational ties

84. Industry Clusters
• Geographic concentrations of companies in a particular industry
• Silicon Valley in California
• Often highly innovative, due to:
• Enhanced knowledge sharing
• Economies in infrastructure, talent, and social relationships

85. Learning from Partners
• Knowledge sharing key to success of open innovation model
• Learning can contribute to positive relationship outcomes, but:
• Can also result in “de-skilling” of partner with loss of proprietary information.
• To learn “tacit knowledge,” firms must have close partnering
relationships—
• Which increases the risk of those partnerships
Use caution and appropriate governance structures.

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