CooperativeStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter91?2003SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurshipChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2CooperativeStrategyCooperativestrategyisastrategyinwhichfirmsworktogethertoachieveasharedobjectiveCooperatingwithotherfirmsisastrategythatcreatesvalueforacustomerexceedsthecostofconstructingcustomervalueinotherwaysestablishesafavorablepositionrelativetocompetition3StrategicAllianceAstrategicallianceisacooperativestrategyinwhichfirmscombinesomeoftheirresourcesandcapabilitiestocreateacompetitiveadvantage

Astrategicallianceinvolvesexchangeandsharingofresourcesandcapabilitiesco-developmentordistributionofgoodsorservices4CombinedResourcesCapabilitiesCoreCompetenciesResourcesCapabilitiesCoreCompetenciesResourcesCapabilitiesCoreCompetenciesStrategicAllianceFirmAFirmBMutualinterestsindesigning,manufacturing,ordistributinggoodsorservices5TypesofCooperativeStrategiesJointventure:twoormorefirmscreateanindependentcompanybycombiningpartsoftheirassetsEquitystrategicalliance:partnerswhoowndifferentpercentagesofequityinanewventureNonequitystrategicalliances:contractualagreementsgiventoacompanytosupply,produce,ordistributeafirm’sgoodsorserviceswithoutequitysharing6MarketReasonSlowCycleGainaccesstoarestrictedmarketEstablishafranchiseinanewmarketMaintainmarketstability(e.g.,establishingstandards)ReasonsforStrategicAlliancesbyMarketType7MarketReasonFastCycleSpeedupdevelopmentofnewgoodsorserviceSpeedupnewmarketentryMaintainmarketleadershipFormanindustrytechnologystandardShareriskyR&DexpensesOvercomeuncertaintyReasonsforStrategicAlliancesbyMarketType8MarketReasonStandardCycleGainmarketpower(reduceindustryovercapacity)GainaccesstocomplementaryresourcesEstablisheconomiesofscaleOvercometradebarriersMeetcompetitivechallengesfromothercompetitorsPoolresourcesforverylargecapitalprojectsLearnnewbusinesstechniquesReasonsforStrategicAlliancesbyMarketType9Business-LevelCooperativeStrategies:ComplementaryAlliancescomplementarystrategicalliancesaredesignedtotakeadvantageofmarketopportunitiesbycombiningpartnerfirms’assetsincomplementarywaystocreatenewvaluetheseincludedistribution,supplieroroutsourcingallianceswherefirmsrelyonupstreamordownstreampartnerstobuildcompetitiveadvantageComplementaryStrategicAlliances10Business-LevelCooperativeStrategies:MarginMarginPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementMarginMarginPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementVerticalAllianceSupplierverticalcomplementarystrategicallianceisformedbetweenfirmsthatagreetousetheirskillsandcapabilitiesindifferentstagesofthevaluechaintocreatevalueforbothfirmsoutsourcingisoneexampleofthistypeofallianceBuyerComplementaryStrategicAlliances11Business-LevelCooperativeStrategies:MarginMarginPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementMarginMarginPrimaryActivitiesSupportActivitiesServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementHorizontalAllianceBuyerPotentialCompetitorshorizontalcomplementarystrategicallianceisformedbetweenpartnerswhoagreetocombinetheirresourcesandskillstocreatevalueinthesamestageofthevaluechainfocusonlong-termproductdevelopmentanddistributionopportunitiesthepartnersmaybecomecompetitorsrequiresagreatdealoftrustbetweenthepartnersBuyerComplementaryStrategicAlliances12Business-LevelCooperativeStrategies:competitionresponsestrategicalliancesoccurwhenfirmsjoinforcestorespondtoastrategicactionofanothercompetitorbecausetheycanbedifficulttoreverseandexpensivetooperate,competitionresponsestrategicalliancesareprimarilyformedtorespondtostrategicratherthantacticalactionsCompetitionResponseAlliancesCompetitionResponseAlliancesComplementaryAlliances13Business-LevelCooperativeStrategies:uncertaintyreducingstrategicalliancesareusedtohedgeagainstriskanduncertaintythesealliancesaremostnoticedinfast-cyclemarketsalliancemaybeformedtoreducetheuncertaintyassociatedwithdevelopingnewproductortechnologystandardsUncertaintyReducingAlliancesCompetitionResponseAlliancesUncertaintyReducingAlliancesComplementaryAlliances14Business-LevelCooperativeStrategies:competitionreducingstrategicalliancesmaybecreatedtoavoiddestructiveorexcessivecompetitionexplicitcollusionexistswhenfirmsdirectlynegotiateproductionoutputandpricingagreementsinordertoreducecompetition(illegal)tacitcollusionexistswhenseveralfirmsinanindustryindirectlycoordinatetheirproductionandpricingdecisionsbyobservingeachother’scompetitiveactionsandresponsesCompetitionReducingAlliancesCompetitionReducingAlliancesCompetitionResponseAlliancesUncertaintyReducingAlliancesComplementaryAlliances15Business-LevelCooperativeStrategies:mutualforbearanceisaformoftacitcollusioninwhichfirmsavoidcompetitiveattacksagainstthoserivalstheymeetinmultiplemarketscompetitionreducingstrategicalliancesmayrequiregovernmentstofindwaystopermitcollaborationamongrivalswithoutviolatingantitrustlawsCompetitionReducingAlliancesCompetitionReducingAlliancesCompetitionResponseAlliancesUncertaintyReducingAlliancesComplementaryAlliances16Corporate-LevelCooperativeStrategiesCorporate-levelcooperativestrategiesaredesignedtofacilitateproductand/ormarketdiversificationdiversifyingstrategicalliancesynergisticstrategicalliancefranchisingDiversifyingalliancesandsynergisticalliancesallowfirmstogrowanddiversifytheiroperationsthroughameansotherthanamergeroracquisition17Corporate-LevelCooperativeStrategies:DiversifyingAlliancesdiversifyingstrategicallianceallowsafirmtoexpandintonewproductormarketareaswithoutcompletingamergeroranacquisitionprovidessomeofthepotentialsynergisticbenefitsofamergeroracquisition,butwithlessriskandgreaterlevelsofflexibilitypermitsa““test””ofwhetherafuturemergerbetweenthepartnerswouldbenefitbothpartiesDiversifyingAlliances18Corporate-LevelCooperativeStrategies:synergisticstrategicalliancescreatejointeconomiesofscopebetweentwoormorefirmscreatesynergyacrossmultiplefunctionsormultiplebusinessesbetweenpartnerfirmsSynergisticAlliancesSynergisticAlliancesDiversifyingAlliances19Corporate-LevelCooperativeStrategies:franchisingspreadsrisksandusesresources,capabilities,andcompetencieswithoutmergingoracquiringanothercompanycontractualrelationshipconcerningthefranchisethatisdevelopedbetweentwoparties,thefranchiseeandthefranchisoranalternativetopursuinggrowththroughmergersandacquisitionsFranchisingFranchisingDiversifyingAlliancesSynergisticAlliances20InternationalCooperativeStrategiesCross-borderstrategicallianceaninternationalcooperativestrategyinwhichfirmswithheadquartersindifferentnationscombinesomeoftheirresourcesandcapabilitiestocreateacompetitiveadvantageafirmmayformcross-borderstrategicalliancestoleveragecorecompetenciesthatarethefoundationofitsdomesticsuccesstoexpandintointernationalmarkets21InternationalCooperativeStrategiesAllowsrisksharingbyreducingfinancialinvestmentHostpartnerknowslocalmarketandcustomsInternationalalliancescanbedifficulttomanageduetodifferencesinmanagementstyles,culturesorregulatoryconstraintsMustgaugepartner’’sstrategicintentsotheydonotgainaccesstoimportanttechnologyandbecomeacompetitor22NetworkCooperativeStrategiesAnetworkstrategyisacooperativestrategywhereinseveralfirmsagreetoformmultiplepartnershipstoachievesharedobjectivesstablealliancenetworkdynamicalliancenetworkEffectivesocialrelationshipsandinteractionsamongpartnersarekeystoasuccessfulnetworkcooperativestrategy23NetworkCooperativeStrategies:StableAllianceNetworklongtermrelationshipsthatoftenappearinmatureindustrieswheredemandisrelativelyconstantandpredictablestablenetworksarebuiltforexploitationoftheeconomiesavailablebetweenfirmsStableAllianceNetwork24NetworkCooperativeStrategies:DynamicAllianceNetworkarrangementsthatevolveinindustrieswithrapidtechnologicalchangeleadingtoshortproductlifecyclesprimarilyusedtostimulaterapid,value-creatingproductinnovationsandsubsequentsuccessfulmarketentriespurposeisoftenexplorationofnewideasDynamicAllianceNetworkStableAllianceNetwork25CompetitiveRiskswithCooperativeStrategiesCompetitiveRisksPartnermayactopportunisticallyMisrepresentationofcompetenciesbroughttothepartnershipPartnerfailstomakecommittedresourcesandcapabilitiesavailabletoitspartnersFirmmaymakeinvestmentsthatarespecifictothealliancewhileitspartnerdoesnot26CompetitiveRiskswithCooperativeStrategiesRiskandAssetManagementApproachesCompetitiveRisksManagethebalancebetweenlearningfrompartnerswhileprotectingknowledgeandsourcesofcompetitiveadvantagesfromexcessivelearningbypartnersAssignmanagerialresponsibilityforafirm’scooperativestrategiestoahigh-levelexecutiveorteamSpecifyresourcesandcapabilitiesthatwillbesharedandthosethatwillnotbeshared(detailedcontractsandmonitoring)Developtrustingrelationships27ApproachesforManagingCooperativeStrategiescostminimizationformalcontractsspecifyhowthecooperativestrategyistobemonitoredandhowpartnerbehavioristobecontrolledopportunitymaximizationmaximizepartnership’’svalue-creationopportunitiespartnerstakeadvantageofunexpectedopportunitiestolearnfromeachotherandtoexploreadditionalmarketplacepossibilitiesfewerformal,limiting,contracts28CompetitiveRiskswithCooperativeStrategiesRiskandAssetManagementApproachesCompetitiveRisksDesiredOutcomeCreatingvalueAbove-averagereturns299、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Wednesday,December21,202210、雨中黃葉樹(shù)樹(shù)，燈下白頭頭人。。23:43:3223:43:3223:4312/21/202211:43:32PM11、以以我我獨(dú)獨(dú)沈沈久久，，愧愧君君相相見(jiàn)見(jiàn)頻頻。。。。12月月-2223:43:3223:43Dec-2221-Dec-2212、故人江海別別，幾度隔山山川。。23:43:3223:43:3223:43Wednesday,December21,202213、乍見(jiàn)翻疑夢(mèng)夢(mèng)，相悲各問(wèn)問(wèn)年。。12月-2212月-2223:43:3223:43:32December21,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。21十二月月202211:43:32下午午23:43:3212月-2215、比不了得就就不比，得不不到的就不要要。。。十二月2211:43下下午12月-2223:43December21,202216、行動(dòng)出出成果，，工作出出財(cái)富。。。2022/12/2123:43:3323:43:3321December202217、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。11:43:33下午午11:43下下午23:43:3312月-229、沒(méi)有失敗，，只有暫時(shí)停停止成功！。。12月-2212月-22Wednesday,December21,202210、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒(méi)沒(méi)有。。23:43:3323:43:3323:4312/21/202211:43:33PM11、成成功功就就是是日日復(fù)復(fù)一一日日那那一一點(diǎn)點(diǎn)點(diǎn)點(diǎn)小小小小努努力力的的積積累累。。。。12月月-2223:43:3323:43Dec-2221-Dec-2212、世世間間成成事事，，不不求求其其絕絕對(duì)對(duì)圓圓滿滿，，留留一一份份不不足足，，可可得得無(wú)無(wú)限限完完美美。。。