战略管理2012(课堂版).ppt

Vertical Complementary Strategic Alliances Firms agree to use their skills and capabilities in different stages of the value chain to create value for both firms Outsourcing Horizontal Complementary Strategic Alliances Partners combine resources and skills to create value in the same stage of the value chain Focus is on long-term product development and distribution opportunities Partners may become competitors 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 Complementary Alliances Competition Response Alliances 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 Complementary Alliances Competition Response Alliances UncertaintyReducing Alliances 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 Complementary Alliances Competition Response Alliances UncertaintyReducing Alliances CompetitionReducing Alliances 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 Corporate-Level