策略联盟策略管理.pptVIP

策略聯盟 策略管理 ISU 企管4B Lecture 7 2009.11.04 Key Questions The Difference between Strategic Alliance and Merger The Antecedence and Consequence of Strategic Alliance The Resource Implication for Strategic Alliance The Importance of Strategic Alliance for MNCs Definition Cooperative Strategy Firms work together to achieve a shared objective An alternative for creating values and establishing a favorable position Strategic Alliance A kind of cooperative strategies in which firms combine some of their resources and capabilities to create a competitive advantage Strategic Alliance Categorization(1) Joint Venture (合資） Two or more firms create a legally independent company Long-term relationship and Transferring tacit knowledge Own equal percentages and contribute equally to its operations Suitable when it is substantially different from any they possess individually and when the partners intend to enter highly uncertain markets Strategic Alliance Categorization(2) Equity Strategic Alliance （股權式策略聯盟） Two or more firms own different percentages of the company they have formed Non-equity Strategic Alliance （非股權式策略聯盟） Two or more firms develop a contractual relationship to share some of their unique resources and capabilities Less formal and Demand fewer partner commitments Licensing, distribution and supply contract Motivations for Strategic Alliance Gaining Resource for Establishing or Strengthening Competitive Advantage What kind of resource In what stage of the value chain The resource is complementary or not The Unfamiliarity for a Foreign Market The Governmental Policies when Entering a Foreign Market Viewpoints for Strategic Alliance 交易成本觀點 形成策略聯盟，可以減少哪些交易成本 資源基礎論 策略聯盟可以強化或提高哪些組織所缺乏的資源 資金、知識、研發能力、經營能力、通路、製造能力、社會資本（人脈關係）… 網絡觀點 形成策略聯盟後，改變了組織的哪些連結，以及改變了哪些關係的本質 組織會傾向和哪些組織形成策略聯盟 Business Level Cooperative Strategy (1) Complementary Strategic Alliances Share resources in complementary way Vertical complementary strategic alliance Share from different stages of the value cha