Chapter 7 Global Alliances and Strategy Implementation

1. Chapter 7 Global Alliances and Strategy Implementation PowerPoint by Kristopher Blanchard North Central University

2. Strategic Alliances It is no longer an era in which a single company can dominate any technology or business by itself. The technology has become so advanced, and the markets so complex, that you simply can’t expect to be the best at the whole process any longer. —Fumio Sato, CEO, Toshiba Electronics Co.

3. Strategic Alliances • Strategic alliances are partnerships between two or more firms which decide they can better pursue their mutual goals by combining their resources – financial, managerial, technological – as well as their existing distinctive competitive advantages

4. Global Strategic Alliances • Global strategic alliances are working partnerships between companies (often more than two) across national boundaries and increasingly across industries

5. Categories of Alliances • Joint ventures – when two or more companies create an independent company • Equity strategic alliances – in which two or more partners have different relative ownership shares (equity percentages) in the new venture • Non-equity strategic alliances – when agreements are carried out through contract rather than ownership sharing

6. Global and Cross-Border: Motivations and Benefits • To avoid import barriers, licensing requirements and other protectionist legislation • To share the costs and risks of the research and development of new products and processes • To gain access to specific markets • To reduce political risk while making inroads into a new market • To gain rapid entry into a new or consolidating industry and to take advantage of synergies

7. Challenges in Global Alliances Five years after Daimler-Benz acquired Chrysler to create DaimlerChrysler AG,. . . . DaimlerChrysler has become a German company and the struggling Chrysler division is run by executives dispatched from DaimlerChrysler’s corporate headquarters in Stuttgart. —Kirk Kerkorian, November 28, 2003 Daimler is in crisis talks with Hyundai, its South Korean partner, in a move that could see the German company left with no presence in the Asian car market (having abandoned its partner in Japan, Mitsubishi Motors (MMC)), and an increasingly tattered global strategy. —Financial Times, April 27, 2004

8. Guidelines for successful Alliances • Choose a partner with compatible strategic goals and objectives • Seek alliances where complementary skills, products, and markets will result • Work out with the partner how you will each deal with proprietary technology or competitively sensitive information • Recognize that most alliances last only a few years and will probably break up one a partner feels it has incorporated the skills and information it needs to go it alone

9. Comparative Management in Focus: Russian Federation • As of 2004 Russia is a market where companies are considering joint ventures • More politically stable • New land, New legal system, New labor Laws • Rouble is more stable • Underexploited natural resources • Killed and education population of 145 million

10. Comparative Management in Focus: Russian Federation • There are still roadblocks • Possible repeat of the economic collapse of 1998 • Lack of debt and equity capital • Non-convertibility of the currency

11. Comparative Management in Focus: Russian Federation

12. Comparative Management in Focus: Russian Federation • What can help minimize the risk? • Choose the right partner – compatible goals or strategy • Find the right local general manager • Choose the right location – political risk decreases from south to north and west to east • Control the international joint venture – the best chance of success is to be vertically integrated to retain control of supplies and access to customers

13. Implementation McDonald’s Style • Form paradigm-busting arrangements with suppliers • Know a country’s culture before you hit the beach • Maximize autonomy • Tweak the standard menu only slightly from place to place • Keep pricing low to build market share

14. Managing Performance • IJV Control is the process through which a parent company ensures that the way a joint venture is managed conforms to its own interest • IJVs are like a marriage: the more issues that can be settled before the merger, the less likely it will be to break up

15. Managing Performance • Three complementary and interdependent dimensions of IJV control • Focus of IJV control – the scope of activities over which parents exercise control • Extent or degree of IJV control achieved by the parents • Mechanisms of IJV control used y the parents

16. Knowledge Management • Knowledge Management is the conscious and active management of creating, disseminating, evolving and applying knowledge to strategic ends

17. Knowledge Management Process • Transfer: managing the flow of existing knowledge between parents and from the parents to the IJV • Transformation: managing the transformation and creation of knowledge within the IJV through its independent activities • Harvest: Managing the flow of transformed and newly created knowledge from the IJV back to the parents

18. E-Commerce Impact • Due to the complexity of global trade, many firms decide to implement their global e-commerce strategy by outsourcing the necessary tasks to companies which specialize in providing the technology to organize transactions and follow through with the regulatory requirements. These specialists are called e-commerce enablers.

19. Looking Ahead • Chapter 8 – Organization Structure and Control Systems • Organizational Structure • Evolution and Change in MNC • Organizing for Globalization • Emergent Structural Forms • Choice of Organizational Form • Control Systems for Global Operations • Managing Effective Monitoring Systems