Ppt on Cooperative Strategy
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Transcript of Ppt on Cooperative Strategy
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AND
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Cooperative Strategy Cooperative Strategy
A strategy in which firms work together to achieve a shared objective
Cooperating with other firms is a strategy that: Creates value for a customer
Exceeds the cost of constructing customer value in other ways
Establishes a favorable position relative to competitors
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Strategic Alliance
A primary type of cooperative strategy in which firms combine some of their resources and capabilities to create a mutual competitive advantage Involves the exchange and sharing of resources
and capabilities to co-develop or distribute goods and services
Requires cooperative behavior from all partners
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Strategic Alliance Behaviors
Examples of cooperative behavior known to contribute to alliance success: Actively solving problems Being trustworthy Consistently pursuing ways to combine partners’ resources
and capabilities to create value Competitive advantage developed through a
cooperative strategy is called a collaborative or relational advantage
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Three Types of Strategic Alliances Joint Venture
Two or more firms create a legally independent company by sharing some of their resources and capabilities
Equity Strategic Alliance Partners who own different percentages of equity in a
separate company they have formed Nonequity Strategic Alliance
Two or more firms develop a contractual relationship to share some of their unique resources and capabilities
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Business-Level Cooperative Strategies Complementary strategic alliances
Vertical Horizontal
Competition response strategy Uncertainty reducing strategy Competition reducing strategy
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Complementary AlliancesComplementary Alliances
Combine partner firms’ assets in complementary
ways to create new value Include distribution, supplier or outsourcing alliances
where firms rely on upstream or downstream partners to build competitive advantage
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Competition Response Strategy Occur when firms join forces to respond to a
strategic action of another competitor Because they can be difficult to reverse and
expensive to operate, strategic alliances are primarily formed to respond to strategic rather than tactical actions
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Uncertainty Reducing Strategy Are used to hedge against risk and
uncertainty These alliances are most noticed in fast-cycle
markets An alliance may be formed to reduce the
uncertainty associated with developing new product or technology standards
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Competition Reducing Strategy Created to avoid destructive or excessive
competition Explicit collusion: when firms directly
negotiate production output and pricing agreements in order to reduce competition (illegal)
Tacit collusion: when firms in an industry indirectly coordinate their production and pricing decisions by observing other firm’s actions and responses
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Assessment of Cooperative Strategies Complementary business-level strategic
alliances, especially the vertical ones, have the greatest probability of creating a sustainable competitive advantage
Horizontal complementary alliances are sometimes difficult to maintain because they are often between rival competitors
Competitive advantages gained from competition and uncertainty reducing strategies tend to be temporary
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Corporate-Level Cooperative Strategies
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Corporate-Level Cooperative Strategy Corporate-level strategies
Help the firm diversify in terms of: Products offered to the market The markets it serves
Require fewer resource commitments Permit greater flexibility in terms of efforts to
diversify partners’ operations
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Diversifying Strategic Alliances Expand into new product or market areas
without completing a merger or an acquisition Synergistic benefits of a merger or acquisition
less risk greater flexibility
Assess benefits of future merger between the partners
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Synergistic Strategic Alliances Joint economies of scope between two or
more firms Synergy across multiple functions or multiple
businesses between partner firms
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Franchising
Spreads risks and uses resources, capabilities, and competencies without merger or acquisition
A contractual relationship (the franchise) is developed between the franchisee and the franchisor
Alternative to growth through mergers and acquisitions
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Assessment of Corporate-Level Cooperative Strategies Compared to business-level strategies
Broader in scope More complex More costly
Can lead to competitive advantage and value when: Successful alliance experiences are internalized The firm uses such strategies to develop useful
knowledge about how to succeed in the future
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Managing Risks in Cooperative Strategies
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Managing Cooperative Strategies Cost minimization management approach
Formal contracts with partners Specify
How strategy is to be monitored How partner behavior is to be controlled
Goals that minimize costs and prevent opportunistic behavior by partners
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cont’d
Opportunity maximization approach Maximize partnership’s value-creation
opportunities learn from each other explore additional marketplace possibilities less formal contracts, fewer constraints
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Competitive Advantages of Cooperative Strategy Ease of Market Entry
Firms wishing to enter a new market often face major obstacles, such as entrenched competition or hostile government regulations. Partnering with a local firm often can help the entering firm navigate around such barriers
Shared Risk Today’s major industries are so competitive that no firm has a guarantee of success when it enters a new market or develops a new product. Strategic alliances can be used to either reduce or control an individual firm’s risk
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cont’d
Shared Knowledge and ExpertiseStill another reason for strategic alliances is the potential for a firm to gain knowledge and expertise that it lacks. The firm may want to learn more about how to produce something, how to acquire resources, how to deal with local government’s regulations, or how to manage in different environment information that a partner often can offer. The firm then can use the newly acquired information for other purposes.
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