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Interact in business networks

Interact in business networks. Team 4: Paul Jaulerry Shengnan HUANG Kaja Vidic Jusa Neza Mihelcic Roshan Geramian-Nik. Table of contents. About the article - Network - Relationships - Paradoxes Paradox 1 Paradox 2 Paradox 3. Network. Relationships. Complex + long-term

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Interact in business networks

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  1. Interact in business networks Team 4:Paul Jaulerry Shengnan HUANG KajaVidic JusaNezaMihelcic RoshanGeramian-Nik

  2. Table of contents • About the article- Network- Relationships- Paradoxes • Paradox 1 • Paradox 2 • Paradox 3

  3. Network

  4. Relationships • Complex + long-term • Business relationships are connected to each other • Companies seek for relationships

  5. Paradox 1 Change in a network always involves changes in both companies and relationship

  6. Paradox 1 • Content of threads is result of investment by both companies involved • The development of threads • Companies cannot operate in isolation • Companies can achieve change only through network • Result of change in network

  7. Paradox 1

  8. Paradox 2 Paradox: Influence and being influenced in a network.

  9. Paradox 2 Relationship & what has happened in them • Outcome of its strategy & actions

  10. Paradox 2 Business relationship? Formed by the company & influenced by consumers and other companies

  11. Paradox 2 • SNS social network service EX: face book, my space, etc • Interactive , information sharing, influencial • Reaction engage customers , adapt to the market Companies’ future depend on their strategy as well as relationship with others

  12. Paradox 3 The more that a company achieves the ambition of the control the less effective and innovative will be the network

  13. The paradox • Companies try to control the network surrounding them • Key ambition of developing network • Paradox is… • The company achieve this ambition, the lesscreative and innovativethe network is

  14. Connection • Node Node • Threads contact two nodes, part of a whole structure • May have different role for each • develop on the customer side vs partner side • Structure = dependent on how threads are related two each others • WEAK ties vsSTRONG ties

  15. Deeper into the process • INFLUENCE knowledge and understanding in its SENSE • The MORE successful the MORE likely encounter LONG TERM problem • Development from one center Integrated Framework  Network in danger  network become a HEIRARCHY

  16. ILLUSTRATE with IBM • Try to control network, customer side • Set strict roles for companies retailing IBM products • No desire to change  IBM became static • Controlled network cannot dvp faster than the company which control it • To cope with variety surrounding the network ( messier, fewer strict rules, more freedom for initiatives)

  17. Paradox 3 What would be the impact on a company willing to control the network?

  18. Paradox 3 • A uni-directed network will have less ability to embrace relationships • Conflicts within the network • Focus on the companies’ own perspectives - result: failing to understand the well-being of your and the other companies’ interests • You will fail to benefit from the other companies’ creativity, resources and knowledge

  19. Conclusion • Key lesson 1: - Company’s future depends on managing and investing in relationship • Key lesson 2: - A network is both a way toinfluence and to be influenced • Key lesson 3: - In order to gain a beneficial long-term relationship within your network a company shouldn’t take total control over it

  20. The end Thanks for your attention, do you have any questions?

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