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Strategic Alliances

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Strategic alliances are developed to increase speed to market and require a high degree of communication.

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Strategic Alliances

  1. 1. Strategic Alliances Overview
  2. 2. What you will learn… <ul><li>Strategic Alliance defined </li></ul><ul><li>Information requirements </li></ul><ul><li>Examples of Strategic Alliances </li></ul><ul><li>Factors promoting Strategic Alliances </li></ul><ul><li>Types of Strategic alliances </li></ul><ul><li>Risks and cost of Strategic Alliances </li></ul><ul><li>Balancing co-operation and competition </li></ul><ul><li>Alliances and Ethics </li></ul><ul><li>Summary </li></ul>
  3. 3. Strategic Alliance defined <ul><li>Strategic alliances are co-operative relationships between two or more independent organisations, designed to achieve mutually beneficial goals for as long as is economically viable. </li></ul><ul><li>They carry uncertainties that are not manageable in a contractual arrangement. </li></ul>
  4. 4. Figure 1: In formation Phases for the alliance process
  5. 5. IBM’s Global Alliances <ul><li>Early Alliances: Responding to Japan </li></ul><ul><li>IBM’s Initiatives During the 1990s: Rebuilding Competitiveness </li></ul>
  6. 6. The Global Airline Industry <ul><li>Airline industry consolidation of 1990s </li></ul><ul><li>From code sharing, joint marketing activities to combining operations. </li></ul><ul><li>Examples of Alliances </li></ul><ul><ul><li>Star Alliance </li></ul></ul><ul><ul><li>ONE world Alliance </li></ul></ul>
  7. 7. Global Airline Alliances Airlines Type of Alliance <ul><li>United Airlines </li></ul><ul><li>Lufthansa </li></ul><ul><li>Scandinavian </li></ul><ul><li>Thai International </li></ul><ul><li>Varig Brazilian </li></ul><ul><li>Air Canada </li></ul><ul><li>Air New Zealand </li></ul><ul><li>Mexicana </li></ul>Star Alliance: Code sharing, joint marketing; includes up to 15 partners in 2002
  8. 8. <ul><li>New market entry </li></ul><ul><li>Shaping of industry evolution </li></ul><ul><li>Learning and applying new technologies </li></ul><ul><li>Rounding out a product line </li></ul>Factors promoting alliances
  9. 9. <ul><li>Licensing Arrangements </li></ul><ul><ul><li>The least sophisticated and easiest-to-manage type of alliance </li></ul></ul><ul><li>Joint Ventures </li></ul><ul><ul><li>The creation of a third entity representing the interests and capital of the partners </li></ul></ul><ul><li>Consortia and Networks </li></ul><ul><ul><li>Highly complex linkages among groups of companies </li></ul></ul>Types of Strategic Alliances
  10. 10. Licensing Arrangements <ul><li>Primary reasons for entry </li></ul><ul><li>A need for help in commercializing a new technology </li></ul><ul><li>Global expansion of a brand franchise or marketing image </li></ul>
  11. 11. Joint Ventures <ul><li>Primary reasons for entry </li></ul><ul><li>Vertical integration </li></ul><ul><li>Learning a partner’s skills </li></ul><ul><li>Upgrading and improving skills </li></ul><ul><li>Shaping industry evolution </li></ul>
  12. 12. Consortia and Networks <ul><li>Multi partner Consortia </li></ul><ul><ul><li>Multi partner alliances designed to share an underlying technology </li></ul></ul><ul><li>Cross-Holding Consortia </li></ul><ul><ul><li>Formal groups of companies that own large cross-holdings and equity stakes in each other </li></ul></ul><ul><li>Industry-Spanning Alliance Networks </li></ul><ul><ul><li>Firms sharing knowledge, costs, and risks </li></ul></ul>
  13. 13. Risks and Costs of Alliances <ul><li>Rising incompatibility </li></ul><ul><li>Risk of knowledge or skill leakage </li></ul><ul><li>Risk of dependence </li></ul><ul><li>Strategic control costs </li></ul>
  14. 14. Balancing Cooperation and Competition <ul><li>Understand the firm’s knowledge and skill base </li></ul><ul><li>Choose complementary partners </li></ul><ul><li>Keep alliance personnel long-term </li></ul>
  15. 15. Alliances and Ethics <ul><li>Balancing collaboration and competition within the alliance </li></ul><ul><li>The issue of loyalty among personnel assigned to the alliance </li></ul>
  16. 16. Summary <ul><li>Strategic alliances are no longer a strategic option but a necessity in many markets and industries. </li></ul><ul><li>Dynamic markets for products and technologies coupled with increasing costs has increased the use of alliances. </li></ul><ul><li>It is hard to capture value in strategic alliances. </li></ul><ul><li>Knowledge resource exchange is important. </li></ul>
  17. 17. <ul><li>You are welcome to contact Nigel Bairstow at B2B Whiteboard your source of B2B Asia / Pacific marketing advice </li></ul><ul><li>http://www.linkedin.com/pub/nigel-bairstow/6/41b/726 </li></ul>http://twitter.com/#!/b2bwhiteboard

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