Chapter 13 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 13 - 1 International Strategic Alliances
MBA 713 - Chapter 13
Sep 14, 2014
MBA 713 - Chapter 13
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Chapter 13 - 1
Chapter 13
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
International Strategic Alliances
Chapter 13 - 2
Learning Objectives
• Compare joint ventures with other forms of strategic alliances
• Define the benefits of strategic alliances• Describe the scope of strategic alliances• Review management forms in strategic
alliances• Identify limitations of strategic alliances
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Chapter 13 - 3
International Corporate Cooperation
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Chapter 13 - 4
Strategic Alliance
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Cooperation Mutual Benefit
Chapter 13 - 5
•Corporate Form•Joint Ownership
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What Is a Joint Venture?
Chapter 13 - 6
Managing a Joint Venture
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Firms Share Management
One Firm Takes Responsibility
Independent Managers Are Hired
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Joint Venture Traits
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Joint Ventures
Non-Joint Ventures
Strategic Alliance Forms
Purpose
Broader
Narrower
Scope
Broader
Narrower
Duration
Longer
Shorter
Chapter 13 - 8
Summary of Discussion
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Chapter 13 - 9
Benefits of Strategic Alliances
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Chapter 13 - 10
Ease of Market Entry
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Overcome Entrenched Competition
Deal with Government Regulations
Get Economies of Scale and Scope
Manage Costs of Doing Business
Chapter 13 - 11Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Shared Risk
New Products New Markets
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Shared Knowledge and Expertise
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Core Competency
Resources and Supplies
Industry RivalsNew Markets
Products and Services
Different Environments
Resources
Government Regulations
Chapter 13 - 13
• Market Entry
• Risk Sharing
• Learning Potential
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Synergy and Competitive Advantage
Chapter 13 - 14
Summary of Discussion
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Chapter 13 - 15
Scope of Strategic Alliances
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Chapter 13 - 16
Comprehensive Alliances
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Mesh Firms’ Relative Strengths
Maximize Operating Procedures
Achieve Greater Synergy
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Functional Alliances
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Production Marketing
FinancialResearch andDevelopment
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Production Alliances
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Manufacture Products
Provide Services
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Marketing Alliances
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Functional Alliance
Market Services
Market Expertise
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Financial Alliances
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•Reduce Financial Risks
•Contribute Resources
•Provide Expertise
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•Alliance•Consortium
R&D Collaboration
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Chapter 13 - 22
Summary of Discussion
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Chapter 13 - 23
Implementation of Strategic Alliances
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Chapter 13 - 24
Selection of Partners
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•Compatibility Between Partners
•Nature of Products and Services
•Relative Safeness of the Alliance
•Learning Potential of the Alliance
Chapter 13 - 25Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Forms of Ownership
Joint Ventures
Corporate Form
Limited Partnership
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Public-Private Venture
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Opportunities Challenges
New Market
Government Support
Reduced Competition
Investment Lost
Assets Seized
Operation Closed
Chapter 13 - 27Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Joint Management
Shared-Management
Assigned Arrangement
Delegated Arrangement
Chapter 13 - 28
Shared-Management
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Both Partners Actively Participate
Alliance
Partner1
Partner2
Chapter 13 - 29
Assigned Arrangement
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One Partner TakesPrimary Responsibility
Alliance
Partner1
Partner2
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Delegated Arrangement
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Both Partners DelegateManagement to the Joint
Venture’s Executives
Alliance
Partner1
Partner2
Chapter 13 - 31
Summary of Discussion
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Chapter 13 - 32
Pitfalls of Strategic Alliances
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Chapter 13 - 33
Strategic Alliances
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Incompatibility of Partners
Access to Information
Distribution of Earnings
Loss of Autonomy
Changing Circumstances
Common Pitfalls
Chapter 13 - 34
Summary of Discussion
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Chapter 13 - 35
Chapter 13
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International Strategic Alliances
Chapter 13 - 36Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
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