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Module 3: Strategy and Competitive Advantage
Week 5: Corporate Development and Strategic Choice
Overview
Strategic alliances and collaborative partnerships
Merger and acquisition strategies
Vertical integration strategies
Outsourcing strategies
Offensive strategies and competitive advantage
Defensive strategies
Strategies for using the internet
Appropriate functional-area strategies
First-mover advantages and disadvantages
Strategic alliances and competitiveness
Alliances and partnerships can help companies cope with two demanding competitive challenges
Racing against rivals to build a market presence in many different national markets
Racing against rivals to seize opportunities of advancing technology
Collaborative arrangements can help a company to lower costs and/or gain access to needed expertise and capabilities
Why form strategic alliances?
To collaborate on technology development or new product development
To fill gaps in technical or manufacturing expertise
To acquire new competencies
To improve supply chain efficiency
To gain economies of scale in production and/or marketing
To acquire or improve market access via joint marketing agreements
Benefits of alliances
Achievement of global and industry leadership
Entry into critical country markets quickly to accelerate process of building a global presence
Gain inside knowledge about unfamiliar markets and cultures
Access valuable skills and competencies concentrated in par无忧论文 【http://www.uklunwen.com】ticular geographic locations
Master new technologies and build new expertise faster than would be possible internally
Greater opportunities in target industry by combining capabilities with partner resources
Performance of alliances
Success of an alliance usually depends on:
How well partners work together
Ability of partners to respond and adapt to changing conditions
Willingness of partners to renegotiate the bargain
Reasons for alliance failure
Diverging objectives and priorities of partners
Inability of partners to work well together
Changing environmental conditions
Emergence of more attractive technological paths
Marketplace rivalry between one or more allies
Merger and acquisition strategies
Merger – Combination and pooling of equals, with newly created firm often taking on a new name
Acquisition – One firm, the acquirer, purchases and absorbs operations of another
Merger-acquisition
Much-used strategic option
Especially suited for situations where alliances do not provide a firm with needed capabilities or cost-reducing opportunities
Ownership allows for tightly integrated operations, creating more control and autonomy than alliances
Objectives of mergers and acquisitions
To gain more market share (as a part of growth strategy) and create a more efficient operation
To expand a firm’s geographic coverage
To extend a firm’s business into new product categories or international markets
To gain quick access to new technologies
To possib |
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