Deresky Chapter 6: Formulating Strategy - PowerPoint PPT Presentation

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Deresky Chapter 6: Formulating Strategy
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Deresky Chapter 6: Formulating Strategy

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  1. Deresky Chapter 6:Formulating Strategy Repetition Figures only

  2. Strategic Formulation Process

  3. Strategic Decision-Making Models

  4. Strategic Choice

  5. Strategic Choice

  6. Repetition:Chapter 7:Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University

  7. Strategic Alliances • Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals • Also referred to as cooperative strategies

  8. Categories of Alliances • Joint Ventures • PSA Peugeot-Citroen Group and Toyota • Equity strategic alliances • TCL-Thompson Electronics • Non-equity strategic alliances • UPS and Nike • Global strategic alliances • Covisint

  9. Motivations and Benefits of Global and Cross-Border Alliances • To avoid import barriers, licensing requirements, and other protectionist legislation • To share costs of research and development • Toshiba • To gain access to markets that favor domestic companies • To reduce political risk • To gain rapid entry into a new or consolidating industry

  10. Challenges in Implementing Global Alliances • Many alliances fail or end up in takeover • Choosing the right form of governance • The benefits of cooperation vs. the dangers of new competition

  11. Guidelines for Successful Alliances • Choose a partner with compatible strategic goals and objectives • Seek complementary skills, products, and markets • Work out how each partner will deal with proprietary knowledge or competitively sensitive information • Recognize that most alliances only last a few years

  12. Knowledge Management in IJVs

  13. Repetition:Chapter 8:Organization Structure and Control Systems PowerPoint by Hettie A. Richardson Louisiana State University

  14. Organizational Structure • Must evolve to accommodate internationalization • Must “fit” with strategy • Should be contingency based

  15. The Thinking of How to Change Structures Differentiation Dividing the main task into sub tasks Differentiation takes place in the functions. – The more you differentiate – The more pressure you will se for integration Integration Coordinating the performance of the sub tasks, to assure that the goal af the main task will be obtained Typically a function for managers / leaders

  16. The Circle of Formalization The Problem is to find the balance, that will minimize the complexity of the organization Differentiation Integration ”After the task has been divided into specialist subtasks, the problem is to integrate the subtasks around the completion of the global task. This is the problem of organization design.” Jay Galbraith (1974), Organization Design – An Information Processing View

  17. Choice of Organizational Form Exhibit 8-7 Transnational Strategy Globalization Strategy International Strategy Multidomestic Strategy