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[经管营销]strategicalliances
Chapter 8
Strategic Alliances
8.1 Introduction
Complexity in business environments increasing
Resources required to manage are becoming increasingly scarce
Many functions need to be outsourced
Firms need to ensure that functions are performed by the other firms
Four Basic Ways to Ensure Tasks Are Completed
Internal activities
Activities that are core strengths may be the best way to perform the activity.
Acquisitions
Gives the acquiring firm full control over the way the particular business function is performed
Can be difficult and expensive. (Culture/Competitors)
Arm’s-length transactions
Most business transactions are of this type.
Short-term arrangement that fulfills a particular business need but doesn’t lead to long-term strategic advantages.
Strategic alliances
Multifaceted, goal-oriented, long-term partnerships between two companies
Both risks and rewards are shared.
Typically lead to long-term strategic benefits for both partners.
8.2 Framework for Strategic Alliances: When to Go for a Strategic Alliance?
Adding value to products
Improving market access
Strengthening operations
Adding technological strength
Enhancing strategic growth
Enhancing organizational skills
Building financial strength
Three Types of Strategic Alliances
Third Party Logistics (3PL)
Retailer–Supplier Partnerships (RSP)
Distributor Integration (DI)
8.3 Third Party Logistics (3PL)
Use of 3PL providers to take over a company’s logistics functions
Almost a $85billion industry by 2004
8% of all logistics costs attributed to 3PL
What Is 3PL?
Strategic partnership
Long term commitment
Multi-function arrangement
Process integration
Large range of 3PL companies
Non-asset owning 3PL companies called 4PL
Provide services but not trucks, warehouses
Prevalent usage with larger companies
3PL Advantages
Focus on Core Strengths
Allows a company to focus on its core competencies
Logistics expertise left to the logistics experts
3PL Advantages
Provides Technological Flexibility
Technology advance
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