СТРАТЕГИЧЕСКИЕ АЛЬЯНСЫ: Зачем и как их создавать
•
0 likes•815 views
Зачем и как создавать стратегические альянсы в бизнесе (бесплатный микро-курс, автор Вадим Котельников)
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (14)
Similar to СТРАТЕГИЧЕСКИЕ АЛЬЯНСЫ: Зачем и как их создавать
Similar to СТРАТЕГИЧЕСКИЕ АЛЬЯНСЫ: Зачем и как их создавать (20)
СТРАТЕГИЧЕСКИЕ АЛЬЯНСЫ: Зачем и как их создавать
- 1. Вадим Котельников Автор , основатель и бизнес-архитектор Тен3 Бизнес е-Коуч – вдохновение, инновации и рост без границ! cecsi.ru 1000ventures.com 1000advices.com success360.com vvv1.com Ten3 микро-курс Стратегические альянсы: зачем и как
- 2. Ten3 микро-курс Стратегические альянсы: зачем и как cecsi.ru 1. Краткий обзор стратегических альянсов 2. Ключи к успеху стратегических альянсов 3. Причины неудач стратегических альянсов 4. Как сделать так, чтобы альянс работал © Вадим Котельников
- 3. Партнерство с покупателем Стержневые компетенции Аутсорсинг Стратегические альянсы Виртуальная интеграция Расширенное предприятие Свои стержневые компетенции × Сила партнеров Концентрируйся на своих стержневых компетенциях и создавай партнерские отношения в остальных областях cecsi.ru
- 5. Стратегические альянсы Три типа стратегических альянсов 1000ventures.com Приобретение нового знания, возможное только в совместной работе либо путем наблюдения за работой партнера Обучение и погружение Сотрудничество потенциальных конкурентов с целью борьбы с более крупным соперником Группировка Соединение специализированных ресурсов и создание новой ценности, путем объединения их воедино Ко-специализация
- 6. Стратегические альянсы Создание альянсов быстрорастущими фирмами В среднем в США каждая быстрорастущая фирма вовлечена в стратегические альянсы пяти различных типов Совместный маркетинг Совместные продажи Лицензирование технологий Научные исследования Совместный дизайн Совместное производство Завоевание зарубежных рынков Аутсорсинг Прочие альянсы 71% 58% 32% 29% 24% 23% 15% 15% 5% Источник : Trendsetter Barometer, PWC .cecsi.ru
- 7. 1. Краткий обзор стратегических альянсов 2. Ключи к успеху стратегических альянсов 3. Причины неудач стратегических альянсов 4. Как сделать так, чтобы альянс работал Ten3 микро-курс Стратегические альянсы: зачем и как cecsi.ru © Вадим Котельников
- 10. 3. Причины неудач стратегических альянсов 2. Ключи к успеху стратегических альянсов 1. Краткий обзор стратегических альянсов 5. Как сделать так, чтобы альянс работал Ten3 микро-курс Стратегические альянсы: зачем и как cecsi.ru © Вадим Котельников
- 11. Стратегические альянсы и совместные предприятия Степень успеха по мнению топ-менеджеров Источник информации : Trendsetter Barometer, PWC Очень успешные 49% Кое в чем преуспели 44% Неудачные 7% .cecsi.ru
- 14. 5. Как сделать так, чтобы альянс работал 2. Ключи к успеху стратегических альянсов 3. Причины неудач стратегических альянсов 1. Краткий обзор стратегических альянсов Ten3 микро-курс Стратегические альянсы: зачем и как cecsi.ru © Вадим Котельников
- 21. Спасибо! 2. Ключи к успеху стратегических альянсов 3. Причины неудач стратегических альянсов 1. Краткий обзор стратегических альянсов 4. Как сделать так, чтобы альянс работал Вадим Котельников Автор , основатель и бизнес-архитектор Тен3 Бизнес е-Коуч – вдохновение, инновации и рост без границ! cecsi.ru 1000ventures.com 1000advices.com success360.com vvv1.com Ten3 микро-курс Стратегические альянсы: зачем и как
Editor's Notes
- A Strategic Alliance is a formal relationship formed between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations. 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.
- Risks of Strategic Alliances Strategic alliances can lead to competition rather than cooperation, to loss of competitive knowledge, to conflicts resulting from incompatible cultures and objectives, and to reduced management control (Chan and Heide, 1993). A study of almost 900 joint ventures found that less than half were mutually agreed to have been successful by all parties (Harrigan, 1986; Dacin et al , 1997 Spekman et al, 1996). [3] An alliance can fail for many reasons (Vyas et. al 1993; Duysters et al, 1999) failure to understand and adapt to a new style of management failure to learn and understand cultural differences between the organisations lack of commitment to succeed strategic goal divergence insufficient trust operational and geographical overlap unrealistic expectations
- How To Make a Strategic Alliance Work Adapted from “The Global CEO”, A.V. Vedpuriswar A systematic and pragmatic approach is necessary to ensure the success of a strategic alliance. Such an approach should start from the stage of negotiations. The executives involved should allow sufficient time to get to know each other and to develop personal equations. Free and frank discussions and realistic targets are the right way to avoid future disappointments. The partners should thoroughly identify potential problems and devise ways to solve them. Crisis situations should be anticipated and a code of behavior prescribed for dealing with them. It may also be useful to maintain written records of informal commitments and agreements. These records can be referred as and when disputes arise. Top Management Commitment Top management commitment holds the key to the success or failure of a strategic alliance. When senior executives of the partners are willing to invest time and effort in building strong personal relationships with each other, the chances of success multiply. Case In Point: Strategic Alliance Between Samsung and Corning The strategic alliance between Samsung and Corning was built on the strong relationship between Corning’s Amory and Jamie Houghton and Samsung’s Lee Byung Chull. When Lee received and honorary degree of at Boston college, Amory Houghton was a speaker. Jamie Houghton attended the important ground breaking ritual for a Samsung plant in Korea and latter returned to Korea for the official opening. When Lee died, Jamie Houghton attended the funeral ceremony. Commitment To Learning The success of a strategic alliance crucially depends on the partners’ commitment to continuous learning. When top management sends out clear signals that learning is very important, employees take the message seriously. Since much of the learning takes place at lower levels, it is important that junior employees are properly briefed on what can be learnt from the partner and how this knowledge will strengthen the company’s competitive position.
- Managing Expectations Adapted from “The Global CEO”, A.V. Vedpuriswar Management of expectations is a critical issue in strategic alliances. When the expectations are too high, problems are bound to occur, leading to disappointment and frustration. Senior executives should temper the enthusiasm of frontline staff and warn everyone concerned about the hard work needed to make the alliance work. Wrong expectations often arise because the two partners may be viewing the alliance quite differently. For example, one may treat it as an acquisition while the other may believe it to be an equal partnership. Managers also tend to underestimate the differences between their past experiences and the new situation. Bridging the Gap Between Expectations One way of bridging the gap between expectations is for each partner to put itself in the other’s shoes. The partners could also share with each other their past experiences in managing alliances. Select carefully the managers who will be actively involved in the alliance. Partners may know what is to be done but many find it difficult to put in place operating procedures. One practical approach to this problem is to start with small, simple tasks, which will help the partners to appreciate the difficulties involved in working together. Then, through an iterative process, more complicated tasks can be taken up. One partner may attach greater importance to small, safe, immediate benefits while the other may be looking for bigger, uncertain, long-term benefits. Setting milestones and making each partner aware of the other’s time dimension can eliminate mistrust and go a long way in managing expectations. Managers who are familiar with the cultural differences and carry weight in their respective organizations are likely to convey an air of credibility to their counterparts in the partner company.
- Managing Cultural Differences in Strategic Alliances Adapted from “The Global CEO”, A.V. Vedpuriswar Cultural factors should be taken into account very seriously while structuring a cross border strategic alliance. For example, in some countries bureaucratic traditions have discouraged entrepreneurial thinking and slowed down decision making process. In many Eastern countries business relationships are contact-based, while in Western countries they are contract-based. The Chinese entrepreneurial tradition is built around close family ties, which foreigners often find difficult to understand. Western businessmen often have the notion that the Japanese tend to “steal” technology. This prompts them to use legal safeguards, thereby creating an environment of distrust. So patience is extremely important when you negotiate the structure of a strategic alliance. As understanding of the cultural context will facilitate friendly discussions in an environment of trust. The questions which need to asked, are: How important are personal relationships? Is the management style highly individualistic or team oriented? How egalitarian is the work environment? What is the importance attached to punctuality? Special efforts should be made to understand the cultural and personal sensitivities specific to the situation, instead of going by general perceptions and common notions. Differences in management styles also need to be taken into account. One company may have an entrepreneurial style while the other could be bureaucratic. In one, decision making may be very fast while in the other, it could be slow. Power distance, (the extent to which power is perceived to be concentrated at the top) may be high in one organization and low in the other. Unless such differences are appreciated, fiction is bound to develop at some point of the time.
- Causes of Problems Strategic alliances may face problems for various reasons. The size and the growth rate of the market may have been over estimated at the time the alliance was formed. Rapid changes in business environment, business models and technology may change the value of the alliance for each partner dramatically over time. According to A.V. Vedpuriswar, the author of The Global CEO , The actions of competitors can also turn a potentially attractive alliance into a weak arrangement, with limited potential for generating a sustainable competitive advantage. Regulatory changes, in industries which governments view as strategic, may totally upset the initial calculations on the basis of which the alliance was structured. For all these reasons, partners may switch loyalties. Another common reason for conflicts is that one partner may be having expertise which can be easily picked up while the other may be having skills that are not easily transferable. While picking up such skills, partners should be patient. Trying to learn too much in a hurry may lead to frustration. Dealing with Problems Occasional conflicts reflect a normal situation, but they must be managed tactfully. The right approach to deal with potential and actual problems of a strategic alliance is to think and act both strategically and flexibly. Alliance partners should appreciate that their objectives are bound to change with time. Clinging to initially set objectives is often counterproductive. Business environment and corporate capabilities of the partners may change. Partners should be prepared to change and use all opportunities for knowledge generation and sharing. According to Gary Hamel and Yves Doz, the authors of Alliance Advantage , “Calls for commitment make good rhetoric but a poor basis for action. Commitment increases only over time and an uncritical belief in commitment is naïve and misleading. People being largely risk averse, will always be tempted to hedge commitment and keep their options open in the face of uncertainty.”