Strategic alliances
•Download as PPTX, PDF•
2 likes•1,785 views
Strategic alliances allow two or more independent organizations to pursue shared goals and meet critical needs while remaining separate. They involve joining resources and forces through cooperation to achieve benefits like technology transfer, economic specialization, and shared expenses. Key factors for success include individual excellence, importance to each partner, interdependence, investment, and information sharing between partners. Strategic alliances can take equity or non-equity forms and be domestic or global in scope. They typically progress through stages from strategy development to alliance operation to potential termination. Benefits include leveraging each partner's strengths, but challenges include dealing with differences and dependency over time. Examples provided strategic partnerships between a clothing retailer and manufacturer and between a website and analytics company.
Report
Share
Report
Share
Recommended
Strategic Alliances
There are several types of strategic alliances that companies can form, including joint ventures, equity alliances, and non-equity alliances. Successful strategic alliances require factors like trust between partners, senior management support, clear goals, compatibility between partners, and a long-term commitment to achieving mutual benefits. Potential pitfalls include a lack of commitment, poor planning, diverging strategies between partners, inflexibility, and unrealistic expectations.
Brands & Brand Management
A brand is a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It is a product plus added dimensions that differentiate it. Brands create competitive advantage and provide value for both consumers and companies. Building customer-based brand equity involves creating brand knowledge structures through initial brand elements and marketing programs. Strong, favorable brand associations held in customer memory determine customer-based brand equity and its benefits like greater loyalty and price premiums.
Strategic alliance
Strategic alliances involve voluntary arrangements between two or more parties to pool resources and achieve common objectives while remaining independent. They involve sharing products, services, and processes. Forming a strategic alliance involves strategy development, partner assessment, contract negotiation, and operating the alliance. Alliances can be equity-based or non-equity based. Global strategic alliances involve partnerships across national boundaries. Successful alliances include Starbucks partnerships with bookstores and airlines, Apple with Clearwell, and HP with Disney for virtual attractions.
Strategic Alliance
Strategic alliances are cooperative agreements between two or more companies to share resources and work together to achieve common business goals. They allow partners to concentrate on their strengths and learn from each other. Key factors for success include selecting proper partners that align with goals, sharing the right information, negotiating fair deals, agreeing on timelines and expectations, and maintaining flexible commitment to change over time. Common types of strategic alliances include joint ventures, equity partnerships, non-equity agreements, and global partnerships across borders. Successful examples include Starbucks partnerships with Barnes & Noble, Pepsico, United Airlines, and Kraft foods.
Brand Portfolio
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
An Introduction to Marketing for Business Managers
This slide show covers the introductory lecture for a post graduate marketing course. Introduces the broad concepts and sets the ground for the remaining lecture series. During this series the full range of marketing concepts will be covered. They are also posted to www.1stoutsource.com
Market Segmentation by Amitabh Mishra
Market segmentation is The process of dividing a potential market into distinct subsets of consumers and selecting one or more segments as a target market to be reached with a distinct marketing mix.
Strategic Alliances
An insight on Strategic Alliances, with appropriate examples, rationales, factors, challenges and types of strategic alliances.
Recommended
Strategic Alliances
There are several types of strategic alliances that companies can form, including joint ventures, equity alliances, and non-equity alliances. Successful strategic alliances require factors like trust between partners, senior management support, clear goals, compatibility between partners, and a long-term commitment to achieving mutual benefits. Potential pitfalls include a lack of commitment, poor planning, diverging strategies between partners, inflexibility, and unrealistic expectations.
Brands & Brand Management
A brand is a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It is a product plus added dimensions that differentiate it. Brands create competitive advantage and provide value for both consumers and companies. Building customer-based brand equity involves creating brand knowledge structures through initial brand elements and marketing programs. Strong, favorable brand associations held in customer memory determine customer-based brand equity and its benefits like greater loyalty and price premiums.
Strategic alliance
Strategic alliances involve voluntary arrangements between two or more parties to pool resources and achieve common objectives while remaining independent. They involve sharing products, services, and processes. Forming a strategic alliance involves strategy development, partner assessment, contract negotiation, and operating the alliance. Alliances can be equity-based or non-equity based. Global strategic alliances involve partnerships across national boundaries. Successful alliances include Starbucks partnerships with bookstores and airlines, Apple with Clearwell, and HP with Disney for virtual attractions.
Strategic Alliance
Strategic alliances are cooperative agreements between two or more companies to share resources and work together to achieve common business goals. They allow partners to concentrate on their strengths and learn from each other. Key factors for success include selecting proper partners that align with goals, sharing the right information, negotiating fair deals, agreeing on timelines and expectations, and maintaining flexible commitment to change over time. Common types of strategic alliances include joint ventures, equity partnerships, non-equity agreements, and global partnerships across borders. Successful examples include Starbucks partnerships with Barnes & Noble, Pepsico, United Airlines, and Kraft foods.
Brand Portfolio
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
An Introduction to Marketing for Business Managers
This slide show covers the introductory lecture for a post graduate marketing course. Introduces the broad concepts and sets the ground for the remaining lecture series. During this series the full range of marketing concepts will be covered. They are also posted to www.1stoutsource.com
Market Segmentation by Amitabh Mishra
Market segmentation is The process of dividing a potential market into distinct subsets of consumers and selecting one or more segments as a target market to be reached with a distinct marketing mix.
Strategic Alliances
An insight on Strategic Alliances, with appropriate examples, rationales, factors, challenges and types of strategic alliances.
Strategic management
This document outlines the course syllabus for BA932 Strategic Management. It is divided into 5 units that cover key topics in strategic management including strategy formulation, competitive advantage, strategic alternatives, implementation, and other strategic issues. Unit 1 introduces concepts like the strategy process, stakeholders, vision/mission, and external/internal analysis. Unit 2 discusses analyzing the external environment, competitive forces, industry evolution, and the role of resources/capabilities in competitive advantage. Unit 3 covers generic strategies, corporate strategies, and strategic analysis tools. Unit 4 focuses on implementing and evaluating strategies. Unit 5 addresses managing technology/innovation and new business models.
Functional level strategies
The document discusses various functional level strategies that organizations must consider, including marketing, finance, human resources, and operations. It focuses on strategies for several key functions like marketing strategies (product, pricing, placement, promotion), financial strategies (capital acquisition, capital structure, dividends), human resource strategies (objectives, organization structure, performance appraisal), and how functional strategies integrate with and support organizational strategy.
Strategy - Ansoffs Matrix
Ansoff's Matrix is a classic model of marketing and business strategy that business students can use very effectively in their exams. This revision presentation outlines the key features of the model.
Strategic alliance
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
Brand management ppt
This document discusses brand management and customer-based brand equity. It defines a brand and explains the challenges of brand management. It introduces the concept of customer-based brand equity and presents a pyramid model with the key dimensions of brand identity, meaning, response, and resonance. It outlines the strategic brand management process and emphasizes the importance of building strong, favorable brand associations in the minds of customers.
Chapter 3 grand strategy
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
Porter’s generic competitive strategies
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Branding Architecture and Brand Portfolio - Introduction to Branding
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
Presentation of defensive strategies
Umair Habib presents on defensive strategies. Defensive strategies are marketing plans designed to protect a company's market share, profitability, product positioning, or mind share. They include joint ventures, retrenchment, divestiture, and liquidation. Joint ventures allow companies to share risks and resources. Retrenchment involves cost cutting during declining sales. Divestiture sells off divisions, while liquidation sells all assets. Defensive strategies strengthen a firm's position and lessen the risk of attacks from competitors.
Market segmentation positioning
The document discusses the process of segmentation, targeting, and positioning (STP) in marketing. It defines market segmentation as dividing a large market into smaller subgroups with similar needs and characteristics. The key steps are:
1. Segmentation - Dividing the market into homogeneous subgroups.
2. Targeting - Developing specific marketing strategies targeted at each segment.
3. Positioning - Creating a brand image and perception within the minds of consumers in the targeted segments.
The goal of STP is to design tailored marketing mixes that precisely meet the needs of customers in targeted market segments.
Developing a Brand Strategy
The document provides an overview of developing an institutional brand strategy. It defines what a brand is and is not, explaining that a brand represents all associations and experiences rather than just logos or advertising. It outlines key aspects of developing a brand strategy including defining the brand, positioning it competitively, developing brand claims, and creating a brand platform. The document uses the example of Fielding Graduate University to illustrate how it analyzed its competitive landscape and priorities to develop a distinctive brand claim and positioning strategy.
Ingredient Branding
The document discusses the concept of ingredient branding. It begins by defining ingredient branding and understanding its implementation and management. Some key points made include that ingredient branding can enhance the differentiation and competitiveness of host brands. Examples are given of well-known ingredient brands like Intel, GoreTex, and Dolby. The document also discusses conditions that make ingredients suitable for branding and challenges in managing ingredient brands. It concludes by discussing new applications and open research questions around ingredient branding.
Strategic Alliances Presentation
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Porter's 5 Force Model
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
Impact of Advertising on International Marketing
This document discusses international advertising and its impact on international marketing. It defines international marketing and advertising, and explores some key barriers to international advertising like culture, language, education level, and government regulations. Culture can make communication difficult if perceptual frameworks differ between countries. Translation errors can also undermine advertising messages if literal translations fail to convey the intended meaning across cultures. Regulations vary by country on issues like language used and sensitivity around topics. Overall, international advertisers must carefully consider local cultural and regulatory contexts to effectively promote products abroad.
What are the important brand architecture decisions in developing a branding ...
Brand architecture defines the structure of brands within an organization's identity and establishes hierarchies. There are several branding decisions an organization can make including using individual brand names, a family of brand names, or an umbrella corporate brand name. Organizations can also decide whether to extend their brands into new categories or introduce new products within existing categories through line or category extensions.
Strategic Brand Management (2013)
This document discusses strategic brand management. It defines a brand as a name, symbol, or design that identifies a seller's goods or services. For buyers, brands can reduce search costs, risks, and perceived risk. For sellers, brands can facilitate repeat purchases, new product introductions, promotional effectiveness, premium pricing, market segmentation, and brand loyalty. The challenges of brand management include competitive pressures, market fragmentation, complex strategies, bias against innovation, and short-term pressures. Strategic brand analysis involves analyzing products, markets, customers, competition, and brands. Tracking brand performance and analyzing product life cycles, finances, performance, research, and positioning are also discussed.
STABILITY AND GROWTH OF STRATEGY
This document discusses stability and growth strategies as game changers for organizations. It defines stability strategies as focusing on maintaining current performance levels and minor functional improvements. Growth strategies aim to significantly increase objectives like market share and sales. The document outlines different forms of stability and growth strategies such as stability through diversification or minor strategies. It also discusses reasons for pursuing stability or growth and how to implement these strategies, giving examples from Indian companies. Risks of stability strategies and reasons for growth strategy failure are presented.
Market segmentation
Market segmentation refers to dividing a market into distinct subgroups of customers with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes. Hindustan Unilever (HUL) segments the market based on demographic, psychographic, and lifestyle factors. Some key segments targeted by HUL include break, impulse, and take-home segments defined by consumer needs and product usage occasions. McDonald's segments markets geographically, tailoring its products, advertising, and operations to local needs and customs in different countries, regions, and neighborhoods.
What good coaches do
This document outlines seven principles of effective coaching: partnership, dialogue, reflection, voice, equality, reciprocity, and praxis. It discusses that coaching requires sharing ideas and decisions equally as partners. Coaches must listen attentively and respect teachers' voices. Both coaches and teachers should engage in open reflection and choose their own coaching goals and practices through dialogue rather than coaches insisting on certain approaches. The goal is for all involved in coaching to have opportunities to both teach and learn from each other.
Direct foreign investment
These slides will provide some basic idea on Foreign Direct Investment, Multinational Capital Budgeting and country Risk.
More Related Content
What's hot
Strategic management
This document outlines the course syllabus for BA932 Strategic Management. It is divided into 5 units that cover key topics in strategic management including strategy formulation, competitive advantage, strategic alternatives, implementation, and other strategic issues. Unit 1 introduces concepts like the strategy process, stakeholders, vision/mission, and external/internal analysis. Unit 2 discusses analyzing the external environment, competitive forces, industry evolution, and the role of resources/capabilities in competitive advantage. Unit 3 covers generic strategies, corporate strategies, and strategic analysis tools. Unit 4 focuses on implementing and evaluating strategies. Unit 5 addresses managing technology/innovation and new business models.
Functional level strategies
The document discusses various functional level strategies that organizations must consider, including marketing, finance, human resources, and operations. It focuses on strategies for several key functions like marketing strategies (product, pricing, placement, promotion), financial strategies (capital acquisition, capital structure, dividends), human resource strategies (objectives, organization structure, performance appraisal), and how functional strategies integrate with and support organizational strategy.
Strategy - Ansoffs Matrix
Ansoff's Matrix is a classic model of marketing and business strategy that business students can use very effectively in their exams. This revision presentation outlines the key features of the model.
Strategic alliance
Strategic alliances allow companies to achieve goals that single organizations cannot accomplish alone. They involve cooperative relationships between independent organizations to mutually benefit as long as it is economically viable. Alliances can help companies reduce costs, gain access to new technologies and markets, and improve research efforts. However, they also come with coordination challenges and less profitability than mergers. The document outlines the meaning, need, stages of formation, types, advantages, disadvantages and failure reasons for strategic alliances between organizations.
Brand management ppt
This document discusses brand management and customer-based brand equity. It defines a brand and explains the challenges of brand management. It introduces the concept of customer-based brand equity and presents a pyramid model with the key dimensions of brand identity, meaning, response, and resonance. It outlines the strategic brand management process and emphasizes the importance of building strong, favorable brand associations in the minds of customers.
Chapter 3 grand strategy
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
Porter’s generic competitive strategies
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Branding Architecture and Brand Portfolio - Introduction to Branding
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
Presentation of defensive strategies
Umair Habib presents on defensive strategies. Defensive strategies are marketing plans designed to protect a company's market share, profitability, product positioning, or mind share. They include joint ventures, retrenchment, divestiture, and liquidation. Joint ventures allow companies to share risks and resources. Retrenchment involves cost cutting during declining sales. Divestiture sells off divisions, while liquidation sells all assets. Defensive strategies strengthen a firm's position and lessen the risk of attacks from competitors.
Market segmentation positioning
The document discusses the process of segmentation, targeting, and positioning (STP) in marketing. It defines market segmentation as dividing a large market into smaller subgroups with similar needs and characteristics. The key steps are:
1. Segmentation - Dividing the market into homogeneous subgroups.
2. Targeting - Developing specific marketing strategies targeted at each segment.
3. Positioning - Creating a brand image and perception within the minds of consumers in the targeted segments.
The goal of STP is to design tailored marketing mixes that precisely meet the needs of customers in targeted market segments.
Developing a Brand Strategy
The document provides an overview of developing an institutional brand strategy. It defines what a brand is and is not, explaining that a brand represents all associations and experiences rather than just logos or advertising. It outlines key aspects of developing a brand strategy including defining the brand, positioning it competitively, developing brand claims, and creating a brand platform. The document uses the example of Fielding Graduate University to illustrate how it analyzed its competitive landscape and priorities to develop a distinctive brand claim and positioning strategy.
Ingredient Branding
The document discusses the concept of ingredient branding. It begins by defining ingredient branding and understanding its implementation and management. Some key points made include that ingredient branding can enhance the differentiation and competitiveness of host brands. Examples are given of well-known ingredient brands like Intel, GoreTex, and Dolby. The document also discusses conditions that make ingredients suitable for branding and challenges in managing ingredient brands. It concludes by discussing new applications and open research questions around ingredient branding.
Strategic Alliances Presentation
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Porter's 5 Force Model
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
Impact of Advertising on International Marketing
This document discusses international advertising and its impact on international marketing. It defines international marketing and advertising, and explores some key barriers to international advertising like culture, language, education level, and government regulations. Culture can make communication difficult if perceptual frameworks differ between countries. Translation errors can also undermine advertising messages if literal translations fail to convey the intended meaning across cultures. Regulations vary by country on issues like language used and sensitivity around topics. Overall, international advertisers must carefully consider local cultural and regulatory contexts to effectively promote products abroad.
What are the important brand architecture decisions in developing a branding ...
Brand architecture defines the structure of brands within an organization's identity and establishes hierarchies. There are several branding decisions an organization can make including using individual brand names, a family of brand names, or an umbrella corporate brand name. Organizations can also decide whether to extend their brands into new categories or introduce new products within existing categories through line or category extensions.
Strategic Brand Management (2013)
This document discusses strategic brand management. It defines a brand as a name, symbol, or design that identifies a seller's goods or services. For buyers, brands can reduce search costs, risks, and perceived risk. For sellers, brands can facilitate repeat purchases, new product introductions, promotional effectiveness, premium pricing, market segmentation, and brand loyalty. The challenges of brand management include competitive pressures, market fragmentation, complex strategies, bias against innovation, and short-term pressures. Strategic brand analysis involves analyzing products, markets, customers, competition, and brands. Tracking brand performance and analyzing product life cycles, finances, performance, research, and positioning are also discussed.
STABILITY AND GROWTH OF STRATEGY
This document discusses stability and growth strategies as game changers for organizations. It defines stability strategies as focusing on maintaining current performance levels and minor functional improvements. Growth strategies aim to significantly increase objectives like market share and sales. The document outlines different forms of stability and growth strategies such as stability through diversification or minor strategies. It also discusses reasons for pursuing stability or growth and how to implement these strategies, giving examples from Indian companies. Risks of stability strategies and reasons for growth strategy failure are presented.
Market segmentation
Market segmentation refers to dividing a market into distinct subgroups of customers with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes. Hindustan Unilever (HUL) segments the market based on demographic, psychographic, and lifestyle factors. Some key segments targeted by HUL include break, impulse, and take-home segments defined by consumer needs and product usage occasions. McDonald's segments markets geographically, tailoring its products, advertising, and operations to local needs and customs in different countries, regions, and neighborhoods.
What's hot (20)
Branding Architecture and Brand Portfolio - Introduction to Branding
Branding Architecture and Brand Portfolio - Introduction to Branding
What are the important brand architecture decisions in developing a branding ...
What are the important brand architecture decisions in developing a branding ...
Viewers also liked
What good coaches do
This document outlines seven principles of effective coaching: partnership, dialogue, reflection, voice, equality, reciprocity, and praxis. It discusses that coaching requires sharing ideas and decisions equally as partners. Coaches must listen attentively and respect teachers' voices. Both coaches and teachers should engage in open reflection and choose their own coaching goals and practices through dialogue rather than coaches insisting on certain approaches. The goal is for all involved in coaching to have opportunities to both teach and learn from each other.
Direct foreign investment
These slides will provide some basic idea on Foreign Direct Investment, Multinational Capital Budgeting and country Risk.
Starbucks
Starbucks began in 1971 as a small coffee bean store in Seattle. In the 1980s, Howard Schultz joined Starbucks and envisioned expanding their business model to include coffee shops like those he saw in Italy. In 1987, Schultz bought Starbucks and transformed it into a national coffeehouse chain. Today, Starbucks has over 20,000 locations worldwide and aims to establish itself as the premier purveyor of high-quality coffee while maintaining its commitment to employees. While Starbucks faces competition from local cafes and fast food chains, its strong brand recognition and pioneering of the coffeehouse industry have allowed it to maintain dominance in the specialty coffee market.
Strategic Alliance failure
This document analyzes factors that can cause strategic alliance failures. It identifies market-related factors like inside competition between partners and unfair resource distribution. Hierarchy-related factors include differing partner strategies, agency problems, governance structures, and cultural/communication issues. External environment changes in areas like the economy, technology, and institutions can also lead to alliance failures. The document redefines alliance failure, noting planned terminations after achieving objectives should not be considered failures. It provides an overview of research on historical alliance failure rates.
Joint ventures - International Business - Manu Melwin Joy
An equity joint venture is a contractual, strategic partnership between two or more separate business entities to pursue a business opportunity together. The partners in an equity joint venture each contribute capital and resources in exchange for an equity stake and share in any resulting profits.
Starbuck
1. The History of Starbucks began in 1971 and grew through various acquisitions and expansions led by CEO Howard Schultz to become a global coffeehouse brand.
2. Starbucks pursues a slow growth policy through company-owned stores rather than franchising, focusing on quality coffee, employee satisfaction, and a unique customer experience to gain brand loyalty and competitive advantage.
3. To maintain market share against increasing competition, Starbucks will continue expanding globally through both company-owned and licensed stores, pursuing acquisitions, and experimenting with new products and store formats to attract more customers.
SM Lecture Eight - Mergers, Acquisitions and Alliances
This document discusses strategic management concepts related to organic growth, mergers and acquisitions, and strategic alliances. It defines organic growth as building on internal capabilities, and notes advantages like gradual investment and strategic independence. Mergers and acquisitions combine companies, and motives can be strategic, financial, or managerial. Successful mergers require strategic and organizational fit between partners. Strategic alliances allow companies to share resources without full ownership.
Mather
This short document does not contain any meaningful information beyond repetitive text fragments. It begins with the word "Mother" but provides no further context or details. The remaining lines consist only of the words "NEXT" and "THE END" with no connecting narrative.
Photo field observation
Rabbi Bob Jacobs led a Kol Nidre service at The Laugh Factory in Los Angeles. Participants sang songs, read passages from prayer and song books, and listened to explanations of the evening service. People held cards to read names of recently passed relatives and friends during the Mourner's Kaddish. At the end, guests greeted each other and spoke to the Rabbi before leaving.
Evidence of style guide
This document provides an introduction to Channel 4's style guide for creating factual program inserts. It discusses key elements Channel 4 looks for in promotional materials such as unique fonts, consistent color schemes, prominent logos and positioning, and using representative imagery. The document also shows examples of how these style elements have been applied in fictional Channel 4 inserts created by the author as a template to develop their own factual insert promotional material.
Goin' Mobile - Maine PR Council Webinar
Webinar to the Maine Public Relations Council on how to understand mobile devices and how people use them to effectively incorporate mobile communications into an overall strategy.
Evidence of style guide
This document provides an introduction to Channel 4's style guide for creating factual program inserts. It discusses key elements Channel 4 looks for in promotional materials like unique fonts, consistent color schemes, prominent logos and how templates can be used to follow the style guide requirements. Examples are given of how images, colors and fonts were selected from Channel 4 templates to create a factual insert that adheres to the network's branding guidelines.
121 el2f gmb
Dokumen tersebut membahas tentang gerak melingkar beraturan (GMB) dan percobaan untuk menentukan gaya sentripetal dan percepatan gravitasi dengan menggunakan cairan yang berputar. Percobaan ini bertujuan untuk memahami konsep GMB dan mengukur gaya pada benda yang berputar serta mengukur percepatan gravitasi. Hasilnya menunjukkan adanya gaya sentripetal dan sentrifugal pada benda yang berputar, sehingga dapat membuktikan te
Introduccion contaminacion emilis
Este documento introduce el tema de la contaminación ambiental y sus diferentes tipos. Explica que analizará la creación de presentaciones y la contaminación ambiental, la cual es un gran problema para la humanidad debido a que es causada por el ser humano. Además, menciona que describirá los tipos de contaminación ambiental, incluyendo la contaminación del agua.
Viewers also liked (17)
Joint ventures - International Business - Manu Melwin Joy
Joint ventures - International Business - Manu Melwin Joy
SM Lecture Eight - Mergers, Acquisitions and Alliances
SM Lecture Eight - Mergers, Acquisitions and Alliances
Similar to Strategic alliances
Strategic alliance
Strategic alliances allow businesses to gain competitive advantages through accessing a partner's resources like markets, technologies, capital and personnel. The document defines strategic alliances as partnerships between two or more businesses that join together for a set period of time to pursue mutual interests while retaining independence. It discusses the characteristics, stages of formation, types, advantages and disadvantages, risks, success factors and provides an example of Apple's strategic alliance with Clearwell. In conclusion, strategic alliances can be a cost-effective growth strategy if managed properly to help companies develop and exploit their unique strengths through team efforts.
Presentación1
An strategic alliance is an arrangement between two or more companies to share resources for a specific, mutually beneficial project. It can help companies expand into new markets, develop advantages over competitors, or more effectively process. Strategic alliances go through stages of assessment, contract negotiation, alliance operation, and potentially termination. They benefit companies by providing new skills, technology, products, distribution channels and knowledge. However, they also carry risks like loss of control, weaker management involvement, poor resource allocation and less efficient communication over time.
Strategic Alliance.pptx
Strategic alliances allow firms to enter new markets, gain access to resources, and manage regulations by partnering with local firms. They involve two or more parties agreeing to cooperate to achieve common goals. Partners contribute resources like products, distribution channels, manufacturing capabilities, and expertise. Success depends on carefully selecting partners, building trust, communicating, resolving conflicts, developing a focused strategy, defining decision rights, and planning exit strategies. Common types include equity alliances, non-equity alliances, joint ventures, franchising, marketing alliances, and R&D alliances.
Strategic Alliance
Una explicación breve y sencilla acerca de la alianza estratégica en ingles, con ejemplos, tipo-logias, ventajas y desventajas y con su Web-Grafía para investigar mas a fondo.
A brief, simple explanation about the strategic alliance in English, with examples, type-lodges, advantages and disadvantages and its Web-graphy to investigate more thoroughly.
Introduction to Strategic alliance & it's meaning
This document provides information about a strategic alliance formed between various group members. It lists the names and roll numbers of group members. It then defines strategic alliance and provides characteristics, reasons, types, tasks in startup phase, benefits, risks, and measures of success for strategic alliances. Strategic alliances allow firms to enter new markets, reduce costs, and develop technology through cooperation rather than competition. Success requires clarity, commitment, communication and shared values between alliance partners.
Rapid Advance - Mergers & Acquisitions, Partnerships, Restructurings, Turnaro...
This document provides guidance on strategic partnerships between technology companies. It discusses the benefits of partnerships, such as speeding development time and reducing risks. Key factors for successful partnerships include mutual respect, shared goals/vision, commitment, trust, and fairly shared risk. Partnerships can take many forms on a spectrum from low to high cooperation. Higher involvement like joint ventures require more due diligence. Forming partnerships is similar to forming other relationships as compatibility, communication and adapting to change are important. Termination of partnerships should also be planned for as circumstances change. Special considerations for small firms partnering with much larger ones include approaching the larger firm during slower times when speculative ventures may be more appealing.
Rapid Advance - Nov 2010 - Table of Contents, First Chapter and References - ...
This document provides guidance on strategic partnerships between technology companies. It discusses the benefits of partnerships, such as speeding development time and reducing risks. Key factors for successful partnerships include mutual respect, shared goals/vision, commitment, trust, and risk sharing. The level of cooperation in a partnership can range from basic agreements to joint ventures or acquisitions. Due diligence is important for evaluating potential partners. Planning for terminating partnerships is also recommended given changing markets. Special considerations are discussed for small companies partnering with much larger ones.
2 An Overview of Strategic Alliance.pdf
This document provides an overview of strategic alliances and competitive advantages. It discusses how strategic alliances allow firms to combine resources to gain competitive advantages. The document defines strategic alliances and compares them to traditional relationships. It outlines various theories for why firms form alliances, including transaction cost theory and resource dependency theory. The document also discusses different types of strategic alliances and provides examples. The overall purpose is to examine how alliances can reshape competition and what determines the success of firms competing through alliances.
3 The competitive advantage of strategic alliances.pdf
This document discusses strategic alliances and their competitive advantages. It provides examples of alliances in different industries. Strategic alliances allow companies to access new markets, technologies, and skills. They provide competitive advantages such as entering new markets, confronting competition, overcoming trade barriers, and dividing risks. However, alliances also have disadvantages such as costs, blocking other opportunities, and exposing companies' technologies.
3 The competitive advantage of strategic alliances.pdf
This document discusses strategic alliances and their competitive advantages. It provides examples of alliances in different industries. Strategic alliances allow companies to access new markets, technologies, and skills. They provide competitive advantages such as entering new markets, confronting competition, overcoming trade barriers, and dividing risks. However, alliances also have disadvantages such as costs, blocking other opportunities, and exposing companies' technologies.
Strategic alliance
A strategic alliance is an agreement between two or more independent organizations to pursue shared objectives while maintaining their own independent operations. Partners in a strategic alliance contribute resources like products, distribution channels, manufacturing capabilities, funding, equipment, knowledge, expertise, or intellectual property. The alliance aims to create synergies where the joint benefits are greater than what each partner could achieve alone. Key factors for a successful strategic alliance include clear goals, partner compatibility, commitment to the long-term relationship, and ensuring the capabilities of each partner are well-aligned. Famous strategic alliances that have been successful include the partnerships between Starbucks and Barnes & Noble, Disney and HP, and Northwest Airlines and KLM.
A collaboration strategies
This document discusses various strategies for collaboration and innovation, including bounded innovation approaches, technology-enabled collaboration, and reasons for collaboration versus solo development. Some key points discussed are:
1. Bounded innovation approaches focus innovation efforts on customer needs, future trends, or disrupting existing markets.
2. Technology can enable collaboration by allowing people to discover common interests, exchange information, and build relationships.
3. Challenges of collaboration include different objectives between groups and lack of experience working together.
4. A significant portion of innovation comes from collaborative efforts between multiple individuals and organizations.
Partnering for success
The document discusses partnerships, defining them as collaborative agreements where parties work together towards a common goal and share risks, responsibilities, and benefits. It outlines reasons for partnering like gaining new resources, capabilities, and access to markets. Success depends on complementary strengths and clear goals/expectations. Risks include low commitment, diverging strategies, and lack of trust. When considering partnerships, companies should evaluate if they can benefit from new resources and fill gaps. Due diligence includes understanding a potential partner's finances, operations, market presence, and customer service values.
What is a strategic alliance- and what purpose does it serveSolutionA.docx
What is a strategic alliance, and what purpose does it serve
Solution
A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. This form of cooperation lies between mergers and acquisitions and organic growth.
Partners may provide the strategic alliance with resources such as products, distribution channels, manufacturing capability, project funding, capital equipment, knowledge, expertise, or intellectual property. The alliance is a cooperation or collaboration which aims for a synergy where each partner hopes that the benefits from the alliance will be greater than those from individual efforts. The alliance often involves technology transfer (access to knowledge and expertise), economic specialization, shared expenses and shared risk.
Types of strategic alliances
Various terms have been used to describe forms of strategic partnering. These include
.
Chapter 9 Creating and Maintaining AlliancesChapter 9Creati.docx
Chapter 9: Creating and Maintaining Alliances
Chapter 9
Creating and Maintaining Alliances
This chapter meshes well with Chapter 8 “Competing across Borders.” Strategic alliances are not limited to domestic firms. Alliances among firms of all nations are thriving, with developed nations and developing nations (such as China) each initiating the relationships. The chapter introduces the various kinds of alliances. In the case studies, it highlights that effective strategic management is needed for alliance success. Although some alliances have long term success, others collapse after initial success, and others are never successful. Nevertheless, the emergence of the world marketplace requires that companies establish networks of alliances in order to compete successfully.
Focusing on Strategy: All Roads Lead to Joint Ventures in China, the Mother of Emerging Markets
This case gives an overview of the high level of alliances being formed between Chinese and non-Chinese firms. Moreover, the Chinese are initiating many of these deals. China is expected to become the world’s largest market in 20 to 30 years.
Students in this class who are in their late teens and early 20s will face a radically different world marketplace over their careers than students who graduated 10 or 20 years ago. These students’ employers will be facing increasing direct competition from Chinese (and other foreign) firms. Moreover, the students will also be competing with Chinese (and other foreign) professionals on an individual basis as more and more professional jobs are outsourced overseas. Consequently, both firms and individuals need world-class competitive skills in order to succeed in the coming decades.
· Strategic alliance: a relationship between firms in which the partners agree to cooperate in ways that provide benefits to each firm
· Cooperative strategy: an action plan to form cooperative relationships with other firms
· Purpose of cooperative strategy is to develop a competitive advantage.
· Types of strategic alliances:
· Equity alliance: each partner owns a percentage of the equity in a venture that the firms have jointly formed
· Joint venture: a separate business formed by an equity alliance
· Nonequity alliance: a contractual relationship between two or more firms in which each partner agrees to share some of its resources or capabilities
REASONS FOR DEVELOPING STRATEGIC ALLIANCES
· Reasons for entering strategic alliances
· Entering restricted markets
· overcome trade barriers
· avoid major tariffs
· Facilitating new product development
· R&D cost-sharing
· integration of resources
· sharing risks of new product development
· Sharing uncertainty of entering new international markets
· market demand
· government actions
· competitor reactions
· Gaining access to complementary resources: resources that each partner brings to the partnership that when combined allow for new resources or capabilities
· Gaining market powe.
Senior Seminar in Business Administration BUS 499Coope.docx
Senior Seminar in Business Administration
BUS 499
Cooperative Strategy
Hitt, M.A., Ireland, R.D., & Hoskisson, R.E. (2009). BUS499: Strategic management: Competitiveness and globalization, concepts and cases: 2009 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning.
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Cooperative Strategy.
Please go to the next slide.
ObjectivesUpon completion of this lesson, you will be able to:Identify various levels and types of strategy in a firm
Upon completion of this lesson, you will be able to:
Identify various levels and types of strategy in a firm.
Please go to the next slide.
Supporting TopicsStrategic alliancesCooperative strategiesCompetitive risks
In order to achieve this objective, the following supporting topics will be covered:
Strategic alliances;
Cooperative strategies; and
Competitive risks.
Please go to the next slide.
Strategic AlliancesCooperative strategyStrategic allianceCombination of resources and capabilitiesExchange and sharing of resourcesFirms leverage existing resourcesCornerstone of many firms’ competitive strategy
Recognized as a viable engine of firm growth, cooperative strategy is a strategy in which firms work together to achieve a shared objective. Thus, cooperating with other firms is another strategy firms use to create value for a customer that exceeds the cost of providing that value and to establish a favorable position relative to competition.
A strategic alliance is a cooperative strategy in which firms combine some of their resources and capabilities to create a competitive advantage. Thus, strategic alliances involve firms with some degree of exchange and sharing of resources and capabilities to co-develop, sell, and service goods or services. Strategic alliances allow firms to leverage their existing resources and capabilities while working with partners to develop additional resources and capabilities as the foundation for new competitive advantages. To be certain, the reality today is that strategic alliances have become a cornerstone of many firms’ competitive strategy.
Please go to the next slide.
Strategic Alliances, continuedJoint ventureEquity strategic allianceNonequity strategic alliance
The three major types of strategic alliances include joint venture, equity strategic alliance, and nonequity strategic alliance.
A joint venture is a strategic alliance in which two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage. Joint ventures, which are often formed to improve firms’ abilities to compete in uncertain competitive environments, are effective in establishing long-term relationships and in transferring tacit knowledge. Because it can’t be codified, tacit, or implied, knowledge is learned through experiences such as those taking place when people from partner firms work together in a join.
Strategic Alliances
The document provides an overview of strategic alliances, including their definition, types, factors promoting them, risks and costs, balancing cooperation and competition, and ethics. Strategic alliances are cooperative relationships between independent organizations designed to achieve mutually beneficial goals economically. They can take various forms, from licensing agreements to joint ventures to consortia and networks. Factors driving alliances include new market entry, learning new technologies, and industry shaping. Risks include incompatibility, knowledge leakage, and dependence. Success requires balancing collaboration and competition within the alliance.
Sample answeres mba sem4 fall 2012
The document discusses strategy formulation in business management. It defines strategy as a systematic plan to achieve future objectives. The key stages in strategy formulation are extensive research and analysis, determining strategic goals and plans, and implementing plans through strategic management. There are three levels of strategy: corporate, business, and operational. The summary effectively captures the main points about defining strategy and outlining the strategy formulation process in 3 sentences.
Strategic Alliance
The document defines strategic alliances as cooperative agreements between two or more companies to share resources and achieve common business objectives while maintaining autonomy. Strategic alliances allow companies to access new markets and technologies, reduce risks, and gain competitive advantages. The document discusses the different types of strategic alliances including joint ventures, equity alliances, and non-equity alliances. It also covers the process of forming a strategic alliance and potential advantages and disadvantages.
STRATEGIC MANAGEMENT
The document discusses various strategies for strategy formulation, including stability strategies, growth strategies, and strategic alliances. It provides details on different types of stability strategies such as maintenance of status quo. Growth strategies discussed include internal growth, concentration, mergers and acquisitions, horizontal and vertical integration, and joint ventures. Strategic alliances are defined as teaming with other companies to help perform business activities across the supply chain. The objectives, characteristics, and forms of strategic alliances are also summarized.
Similar to Strategic alliances (20)
Rapid Advance - Mergers & Acquisitions, Partnerships, Restructurings, Turnaro...
Rapid Advance - Mergers & Acquisitions, Partnerships, Restructurings, Turnaro...
Rapid Advance - Nov 2010 - Table of Contents, First Chapter and References - ...
Rapid Advance - Nov 2010 - Table of Contents, First Chapter and References - ...
3 The competitive advantage of strategic alliances.pdf
3 The competitive advantage of strategic alliances.pdf
3 The competitive advantage of strategic alliances.pdf
3 The competitive advantage of strategic alliances.pdf
What is a strategic alliance- and what purpose does it serveSolutionA.docx
What is a strategic alliance- and what purpose does it serveSolutionA.docx
Chapter 9 Creating and Maintaining AlliancesChapter 9Creati.docx
Chapter 9 Creating and Maintaining AlliancesChapter 9Creati.docx
Senior Seminar in Business Administration BUS 499Coope.docx
Senior Seminar in Business Administration BUS 499Coope.docx
Strategic alliances
- 1. STRATEGIC ALLIANCES Tatiana Giraldo 1520101046
- 2. A Strategic Alliance is a relationship between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations.
- 3. synergy • technology transfer • economic • joining of forces • THE specialization and resources ALLIANCE • shared expenses and shared risk. THE cooperation or collaboration
- 4. key success factors of the alliance individual excellence Importance interdependence Invest Information institutionalization
- 5. Types of strategic alliances Equity Non-equity Global Joint strategic strategic Strategic venture alliance alliance Alliances
- 6. Stages of Alliance Formation Strategy Development alliance's feasibility, objectives and rationale. Partner Assessment involves analyzing a potential partner’s strengths and weaknesses Contract Negotiation realistic objectives Alliance Operation senior management commitment Alliance Termination Alliance
- 7. advantages disadvantages Allowing each partner to Dealing with diverse or concentrate on activities that conflicting operating practices best match their capabilities. Learning from partners & Dealing with conflicting developing competences that objectives, strategies, corporate may be more widely exploited values, and ethical standards elsewhere. A strategic alliance could help a Becoming too dependent on company develop a more another firm for essential effective process, expand into a expertise over the long-term new market or develop an advantage over a competitor
- 8. examples A clothing retailer might form a strategic alliance with a single clothing manufacturer to ensure consistent quality and sizing. A major website could form a strategic alliance with an analytics company to improve its marketing efforts.
- 11. http://en.wikipedia.org/wiki/Strategic_alliance `http://www.investopedia.com/terms/s/strategic alliance.asp http://www.businesswire.com/news/home/2011 0113005670/en/Tata-Coffee-Starbucks-Sign- MoU-Strategic-Alliance