Chapter 4 Business Level Strategy Hitt, Ireland, and Hoskisson.
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©2003 South-Western Publishing Company 1
Cooperative StrategyCooperative Strategy
Michael A. Hitt
R. Duane Ireland
Robert E. Hoskisson
Chapter 9Chapter 9
2
Strategy ImplementationStrategy Implementation
Chapter 11Chapter 11OrganizationalOrganizationalStructure and Structure and
ControlsControls
Chapter 10Chapter 10CorporateCorporate
GovernanceGovernance
Chapter 12Chapter 12StrategicStrategic
LeadershipLeadership
Strategy FormulationStrategy Formulation
StrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-Average
ReturnsReturns
Strategic IntentStrategic IntentStrategic MissionStrategic Mission
Chapter 2Chapter 2The ExternalThe ExternalEnvironmentEnvironment
Chapter 3Chapter 3The InternalThe InternalEnvironmentEnvironment
The Strategic The Strategic Management Management ProcessProcess
FeedbackFeedback
Str
ateg
ic I
np
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Str
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Str
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ctio
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Str
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Str
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Str
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Chapter 13Chapter 13StrategicStrategic
EntrepreneurshipEntrepreneurship
Chapter 6Chapter 6Corporate-Corporate-
Level StrategyLevel Strategy
Chapter 9Chapter 9CooperativeCooperative
StrategyStrategy
Chapter 5Chapter 5Competitive RivalryCompetitive Rivalry
and Competitiveand CompetitiveDynamics Dynamics
Chapter 8Chapter 8InternationalInternational
StrategyStrategy
Chapter 4Chapter 4Business-LevelBusiness-Level
StrategyStrategy
Chapter 7Chapter 7Acquisition andAcquisition andRestructuringRestructuring
StrategiesStrategies
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Cooperative StrategyCooperative Strategy Cooperative strategy is a strategy in which Cooperative strategy is a strategy in which
firmsfirms– work togetherwork together– to achieve a shared objectiveto achieve a shared objective
Cooperating with other firms is a strategy Cooperating with other firms is a strategy thatthat– creates value for a customercreates value for a customer– exceeds the cost of constructing customer exceeds the cost of constructing customer
value in other waysvalue in other ways– establishes a favorable position relative to establishes a favorable position relative to
competitioncompetition
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Strategic AllianceStrategic Alliance A strategic alliance is a cooperative A strategic alliance is a cooperative
strategy in whichstrategy in which– firms combine some of their resources and firms combine some of their resources and
capabilitiescapabilities– to create a competitive advantageto create a competitive advantage
A strategic alliance involvesA strategic alliance involves– exchange and sharing of resources and exchange and sharing of resources and
capabilitiescapabilities– co-development or distribution of goods or co-development or distribution of goods or
servicesservices
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CombinedCombinedResourcesResources
CapabilitiesCapabilitiesCore CompetenciesCore Competencies
ResourcesResourcesCapabilitiesCapabilities
Core CompetenciesCore Competencies
ResourcesResourcesCapabilitiesCapabilities
Core CompetenciesCore Competencies
Strategic AllianceStrategic Alliance
Firm AFirm A Firm BFirm B
Mutual interests in designing, manufacturing,Mutual interests in designing, manufacturing,or distributing goods or servicesor distributing goods or services
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Types of Cooperative StrategiesTypes of Cooperative Strategies Joint venture: two or more firms create an Joint venture: two or more firms create an
independent company by combining parts independent company by combining parts of their assetsof their assets
Equity strategic alliance: partners who own Equity strategic alliance: partners who own different percentages of equity in a new different percentages of equity in a new ventureventure
Nonequity strategic alliances: contractual Nonequity strategic alliances: contractual agreements given to a company to supply, agreements given to a company to supply, produce, or distribute a firm’s goods or produce, or distribute a firm’s goods or services without equity sharingservices without equity sharing
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MarketMarket ReasonReason
Slow CycleSlow Cycle • Gain access to a restricted marketGain access to a restricted market• Establish a franchise in a new marketEstablish a franchise in a new market• Maintain market stability (e.g., Maintain market stability (e.g.,
establishing standards)establishing standards)
Reasons for Strategic Alliances Reasons for Strategic Alliances by Market Typeby Market Type
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MarketMarket ReasonReason
Fast CycleFast Cycle • Speed up development of new goods or Speed up development of new goods or serviceservice
• Speed up new market entrySpeed up new market entry• Maintain market leadershipMaintain market leadership• Form an industry technology standardForm an industry technology standard• Share risky R&D expensesShare risky R&D expenses• Overcome uncertaintyOvercome uncertainty
Reasons for Strategic Alliances Reasons for Strategic Alliances by Market Typeby Market Type
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MarketMarket ReasonReason
Standard CycleStandard Cycle • Gain market power (reduce industry Gain market power (reduce industry overcapacity)overcapacity)
• Gain access to complementary resourcesGain access to complementary resources• Establish economies of scaleEstablish economies of scale• Overcome trade barriersOvercome trade barriers• Meet competitive challenges from other Meet competitive challenges from other
competitorscompetitors• Pool resources for very large capital Pool resources for very large capital
projectsprojects• Learn new business techniquesLearn new business techniques
Reasons for Strategic Alliances Reasons for Strategic Alliances by Market Typeby Market Type
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Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:ComplementaryComplementary
AlliancesAlliances
• complementary strategic alliances complementary strategic alliances are designed to take advantage of are designed to take advantage of market opportunities by combining market opportunities by combining partner firms’ assets in partner firms’ assets in complementary ways to create new complementary ways to create new valuevalue– these include distribution, supplier these include distribution, supplier
or outsourcing alliances where or outsourcing alliances where firms rely on upstream or firms rely on upstream or downstream partners to build downstream partners to build competitive advantagecompetitive advantage
Complementary Strategic AlliancesComplementary Strategic Alliances
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Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
Margin Margin
Primary Activities
Sup
port
Act
iviti
es Service
Marketing & Sales
Outbound Logistics
Operations
Inbound LogisticsFirm
Inf
rast
ruct
ure
Hum
an R
esou
rce
Mgm
t.
Tec
hnol
ogic
al D
evel
opm
ent
Pro
cure
men
t
Margin Margin
Primary Activities
Sup
port
Act
iviti
es Service
Marketing & Sales
Outbound Logistics
Operations
Inbound LogisticsFirm
Inf
rast
ruct
ure
Hum
an R
esou
rce
Mgm
t.
Tec
hnol
ogic
al D
evel
opm
ent
Pro
cure
men
t
Ver
tica
l All
ianc
eV
erti
cal A
llia
nce
SupplierSupplier
• vertical complementary vertical complementary strategic alliance is formed strategic alliance is formed between firms that agree to between firms that agree to use their skills and use their skills and capabilities in different stages capabilities in different stages of the value chain to create of the value chain to create value for both firmsvalue for both firms
• outsourcing is one example outsourcing is one example of this type of allianceof this type of alliance
BuyerBuyerComplementary Strategic AlliancesComplementary Strategic Alliances
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Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
Margin Margin
Primary Activities
Sup
port
Act
iviti
es Service
Marketing & Sales
Outbound Logistics
Operations
Inbound LogisticsFirm
Inf
rast
ruct
ure
Hum
an R
esou
rce
Mgm
t.
Tec
hnol
ogic
al D
evel
opm
ent
Pro
cure
men
t
Margin Margin
Primary Activities
Sup
port
Act
iviti
es Service
Marketing & Sales
Outbound Logistics
Operations
Inbound LogisticsFirm
Inf
rast
ruct
ure
Hum
an R
esou
rce
Mgm
t.
Tec
hnol
ogic
al D
evel
opm
ent
Pro
cure
men
t
Horizontal AllianceHorizontal AllianceBuyerBuyerPotential CompetitorsPotential Competitors
• horizontal complementary strategic alliance is formed horizontal complementary strategic alliance is formed between partners who agree to combine their resources and between partners who agree to combine their resources and skills to create value in the same stage of the value chainskills to create value in the same stage of the value chain
• focus on long-term product development and distribution opportunities
• the partners may become competitorsthe partners may become competitors• requires a great deal of trust between the partnersrequires a great deal of trust between the partners
BuyerBuyerComplementary Strategic AlliancesComplementary Strategic Alliances
13
Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
• competition response strategic competition response strategic alliances occur when firms join alliances occur when firms join forces to respond to a strategic forces to respond to a strategic action of another competitoraction of another competitor
• because they can be difficult to because they can be difficult to reverse and expensive to operate, reverse and expensive to operate, competition response strategic competition response strategic alliances are primarily formed to alliances are primarily formed to respond to strategic rather than respond to strategic rather than tactical actionstactical actions
Competition Response AlliancesCompetition Response Alliances
CompetitionCompetitionResponse AlliancesResponse Alliances
ComplementaryComplementaryAlliancesAlliances
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Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
• uncertainty reducing strategic uncertainty reducing strategic alliances are used to hedge against alliances are used to hedge against risk and uncertaintyrisk and uncertainty
• these alliances are most noticed in these alliances are most noticed in fast-cycle marketsfast-cycle markets
• alliance may be formed to reduce alliance may be formed to reduce the uncertainty associated with the uncertainty associated with developing new product or developing new product or technology standardstechnology standards
Uncertainty Reducing AlliancesUncertainty Reducing Alliances
CompetitionCompetitionResponse AlliancesResponse Alliances
UncertaintyUncertaintyReducing AlliancesReducing Alliances
ComplementaryComplementaryAlliancesAlliances
15
Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
• competition reducing strategic competition reducing strategic alliances may be created to avoid alliances may be created to avoid destructive or excessive competitiondestructive or excessive competition
• explicit collusion exists when firms explicit collusion exists when firms directly negotiate production output directly negotiate production output and pricing agreements in order to and pricing agreements in order to reduce competition (illegal)reduce competition (illegal)
• tacit collusion exists when several tacit collusion exists when several firms in an industry indirectly firms in an industry indirectly coordinate their production and coordinate their production and pricing decisions by observing each pricing decisions by observing each other’s competitive actions and other’s competitive actions and responsesresponses
Competition Reducing AlliancesCompetition Reducing Alliances
Competition ReducingCompetition ReducingAlliancesAlliances
CompetitionCompetitionResponse AlliancesResponse Alliances
UncertaintyUncertaintyReducing AlliancesReducing Alliances
ComplementaryComplementaryAlliancesAlliances
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Business-Level Cooperative Business-Level Cooperative Strategies:Strategies:
• mutual forbearance is a form of mutual forbearance is a form of tacit collusion in which firms avoid tacit collusion in which firms avoid competitive attacks against those competitive attacks against those rivals they meet in multiple marketsrivals they meet in multiple markets
• competition reducing strategic competition reducing strategic alliances may require governments alliances may require governments to find ways to permit collaboration to find ways to permit collaboration among rivals without violating among rivals without violating antitrust lawsantitrust laws
Competition Reducing AlliancesCompetition Reducing Alliances
Competition ReducingCompetition ReducingAlliancesAlliances
CompetitionCompetitionResponse AlliancesResponse Alliances
UncertaintyUncertaintyReducing AlliancesReducing Alliances
ComplementaryComplementaryAlliancesAlliances
17
Corporate-Level Cooperative Corporate-Level Cooperative StrategiesStrategies• Corporate-level cooperative strategies are Corporate-level cooperative strategies are
designed to facilitate product and/or designed to facilitate product and/or market diversificationmarket diversification
- diversifying strategic alliancediversifying strategic alliance- synergistic strategic alliancesynergistic strategic alliance- franchisingfranchising
• Diversifying alliances and synergistic Diversifying alliances and synergistic alliances allow firms alliances allow firms
- to grow and diversify their operationsto grow and diversify their operations- through a means other than a merger or through a means other than a merger or
acquisitionacquisition
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Corporate-Level Cooperative Corporate-Level Cooperative Strategies:Strategies:
DiversifyingDiversifyingAlliancesAlliances
• diversifying strategic alliance diversifying strategic alliance allows a firm to expand into new allows a firm to expand into new product or market areas without product or market areas without completing a merger or an completing a merger or an acquisitionacquisition
• provides some of the potential provides some of the potential synergistic benefits of a merger or synergistic benefits of a merger or acquisition, but with less risk and acquisition, but with less risk and greater levels of flexibilitygreater levels of flexibility
• permits a “test” of whether a future permits a “test” of whether a future merger between the partners would merger between the partners would benefit both partiesbenefit both parties
Diversifying AlliancesDiversifying Alliances
19
Corporate-Level Cooperative Corporate-Level Cooperative Strategies:Strategies:
• synergistic strategic alliances create synergistic strategic alliances create joint economies of scope between joint economies of scope between two or more firmstwo or more firms
• create synergy across multiple create synergy across multiple functions or multiple businesses functions or multiple businesses between partner firmsbetween partner firms
SynergisticSynergisticAlliancesAlliances
Synergistic AlliancesSynergistic Alliances
DiversifyingDiversifyingAlliancesAlliances
20
Corporate-Level Cooperative Corporate-Level Cooperative Strategies:Strategies:
• franchising spreads risks and uses franchising spreads risks and uses resources, capabilities, and resources, capabilities, and competencies without merging or competencies without merging or acquiring another companyacquiring another company
• contractual relationship concerning contractual relationship concerning the franchise that is developed the franchise that is developed between two parties, the franchisee between two parties, the franchisee and the franchisorand the franchisor
• an alternative to pursuing growth an alternative to pursuing growth through mergers and acquisitionsthrough mergers and acquisitions
FranchisingFranchising
FranchisingFranchising
DiversifyingDiversifyingAlliancesAlliances
SynergisticSynergisticAlliancesAlliances
21
International Cooperative International Cooperative StrategiesStrategies Cross-border strategic allianceCross-border strategic alliance
– an international cooperative strategy in which an international cooperative strategy in which firms with headquarters in different nations firms with headquarters in different nations combine some of their resources and combine some of their resources and capabilities to create a competitive advantagecapabilities to create a competitive advantage
– a firm may form cross-border strategic a firm may form cross-border strategic alliances to leverage core competencies that alliances to leverage core competencies that are the foundation of its domestic success to are the foundation of its domestic success to expand into international marketsexpand into international markets
22
International Cooperative International Cooperative StrategiesStrategies Allows risk sharing by reducing financial Allows risk sharing by reducing financial
investmentinvestment Host partner knows local market and Host partner knows local market and
customscustoms International alliances can be difficult to International alliances can be difficult to
manage due to differences in management manage due to differences in management styles, cultures or regulatory constraintsstyles, cultures or regulatory constraints
Must gauge partner’s strategic intent so Must gauge partner’s strategic intent so they do not gain access to important they do not gain access to important technology and become a competitortechnology and become a competitor
23
Network Cooperative StrategiesNetwork Cooperative Strategies A network strategy is a cooperative A network strategy is a cooperative
strategy wherein several firms agree to strategy wherein several firms agree to form multiple partnerships to achieve form multiple partnerships to achieve shared objectivesshared objectives– stable alliance networkstable alliance network– dynamic alliance networkdynamic alliance network
Effective social relationships and Effective social relationships and interactions among partners are keys to a interactions among partners are keys to a successful network cooperative strategysuccessful network cooperative strategy
24
Network Cooperative Strategies:Network Cooperative Strategies:
Stable AllianceStable AllianceNetworkNetwork
• long term relationships that often long term relationships that often appear in mature industries where appear in mature industries where demand is relatively constant and demand is relatively constant and predictablepredictable
• stable networks are built for stable networks are built for exploitationexploitation of the economies of the economies available between firmsavailable between firms
Stable Alliance NetworkStable Alliance Network
25
Network Cooperative Strategies:Network Cooperative Strategies:
Dynamic AllianceDynamic AllianceNetworkNetwork
• arrangements that evolve in arrangements that evolve in industries with rapid technological industries with rapid technological change leading to short product life change leading to short product life cyclescycles
• primarily used to stimulate rapid, primarily used to stimulate rapid, value-creating product innovations value-creating product innovations and subsequent successful market and subsequent successful market entriesentries
• purpose is often purpose is often explorationexploration of new of new ideasideas
Dynamic Alliance NetworkDynamic Alliance Network
Stable AllianceStable AllianceNetworkNetwork
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Competitive Risks with Competitive Risks with Cooperative StrategiesCooperative Strategies
CompetitiveCompetitiveRisksRisks
• Partner may act opportunistically Partner may act opportunistically
• Misrepresentation of competencies brought to the Misrepresentation of competencies brought to the partnershippartnership
• Partner fails to make committed resources and Partner fails to make committed resources and capabilities available to its partnerscapabilities available to its partners
• Firm may make investments that are specific to the Firm may make investments that are specific to the alliance while its partner does notalliance while its partner does not
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Competitive Risks with Competitive Risks with Cooperative StrategiesCooperative Strategies
Risk and Asset Risk and Asset ManagementManagementApproachesApproaches
CompetitiveCompetitiveRisksRisks
• Manage the balance between learning from partners while Manage the balance between learning from partners while protecting knowledge and sources of competitive advantages protecting knowledge and sources of competitive advantages from from excessiveexcessive learning by partners learning by partners
• Assign managerial responsibility for a firm’s cooperative Assign managerial responsibility for a firm’s cooperative strategies to a high-level executive or teamstrategies to a high-level executive or team
• Specify resources and capabilities that will be shared and those Specify resources and capabilities that will be shared and those that will not be sharedthat will not be shared (detailed contracts and monitoring) (detailed contracts and monitoring)
• Develop trusting relationshipsDevelop trusting relationships
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Approaches for Managing Approaches for Managing Cooperative StrategiesCooperative Strategies cost minimizationcost minimization
– formal contracts specify how the cooperative formal contracts specify how the cooperative strategy is to be monitored and how partner strategy is to be monitored and how partner behavior is to be controlledbehavior is to be controlled
opportunity maximizationopportunity maximization– maximize partnership’s value-creation maximize partnership’s value-creation
opportunitiesopportunities
– partners take advantage of unexpected partners take advantage of unexpected opportunities to learn from each other and to opportunities to learn from each other and to explore additional marketplace possibilitiesexplore additional marketplace possibilities
– fewer formal, limiting, contractsfewer formal, limiting, contracts
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Competitive Risks with Competitive Risks with Cooperative StrategiesCooperative Strategies
Risk and Asset Risk and Asset ManagementManagementApproachesApproaches
CompetitiveCompetitiveRisksRisks
DesiredDesiredOutcomeOutcome
• Creating valueCreating value
• Above-average Above-average returnsreturns