1. 霍国庆 中国科学院研究生院管理学院 leohuo@gscas.ac.cn
第十章 公司层战略 合作战略
霍国庆
中国科学院研究生院管理学院

2. 战略联盟与合作战略 Cooperative strategy is a strategy in which firms
work together
to achieve a shared objective
Cooperating with other firms is a strategy that
creates value for a customer
exceeds the cost of constructing customer value in other ways
establishes a favorable position relative to competition

3. 战略联盟与合作战略 A strategic alliance involves
A strategic alliance is a cooperative strategy in which
firms combine some of their resources and capabilities
to create a competitive advantage
A strategic alliance involves
exchange and sharing of resources and capabilities
co-development or distribution of goods or services

4. 战略联盟与合作战略 Firm A Firm B Resources Capabilities Core Competencies
Combined
Resources
Capabilities
Core Competencies
Mutual interests in designing, manufacturing,
or distributing goods or services

5. 战略联盟与合作战略 There are three types of strategic alliances:
Joint venture (合资企业)
two or more firms create an independent company by combining parts of their assets.
Equity strategic alliance(资产战略联盟)
partners who own different percentages of equity in a new venture.
Nonequity strategic alliances(非资产战略联盟)
contractual agreements given to a company to supply, produce, or distribute a firm’s goods or services without equity sharing.

6. 发展合作战略的诱因 Market Reason Slow Cycle Gain access to a restricted market
Establish a franchise in a new market
Maintain market stability (e.g., establishing standards)

7. 发展合作战略的诱因 Market Reason Fast Cycle
Speed up development of new goods or service
Speed up new market entry
Maintain market leadership
Form an industry technology standard
Share risky R&D expenses
Overcome uncertainty

8. 发展合作战略的诱因 Market Reason Standard Cycle
Gain market power (reduce industry overcapacity)
Gain access to complementary resources
Establish economies of scale
Overcome trade barriers
Meet competitive challenges from other competitors
Pool resources for very large capital projects
Learn new business techniques

9. 业务层合作战略 Complementary Alliances Competition Response Alliances
Uncertainty
Reducing Alliances
Competition Reducing
Alliances

10. 业务层合作战略 Complementary Strategic Alliances
complementary strategic alliances are designed to take advantage of market opportunities by combining partner firms’ assets in complementary ways to create new value
these include distribution, supplier or outsourcing alliances where firms rely on upstream or downstream partners to build competitive advantage

11. Complementary Strategic Alliances
业务层合作战略
Complementary Strategic Alliances
Buyer
Margin
Primary Activities
Support Activities
Service
Marketing & Sales
Outbound Logistics
Operations
Inbound Logistics
Firm Infrastructure
Human Resource Mgmt.
Technological Development
Procurement
vertical complementary strategic alliance is formed between firms that agree to use their skills and capabilities in different stages of the value chain to create value for both firms
outsourcing is one example of this type of alliance
Supplier
Vertical Alliance
Margin
Primary Activities
Support Activities
Service
Marketing & Sales
Outbound Logistics
Operations
Inbound Logistics
Firm Infrastructure
Human Resource Mgmt.
Technological Development
Procurement

12. Potential Competitors
业务层合作战略
Complementary Strategic Alliances
Buyer
Buyer
Horizontal Alliance
Margin
Primary Activities
Support Activities
Service
Marketing & Sales
Outbound Logistics
Operations
Inbound Logistics
Firm Infrastructure
Human Resource Mgmt.
Technological Development
Procurement
Potential Competitors
Margin
Primary Activities
Support Activities
Service
Marketing & Sales
Outbound Logistics
Operations
Inbound Logistics
Firm Infrastructure
Human Resource Mgmt.
Technological Development
Procurement
horizontal complementary strategic alliance is formed between partners who agree to combine their resources and skills to create value in the same stage of the value chain
focus on long-term product development and distribution opportunities
the partners may become competitors
requires a great deal of trust between the partners

13. 业务层合作战略 Competition Response Alliances
Complementary
Alliances
competition response strategic alliances 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, competition response strategic alliances are primarily formed to respond to strategic rather than tactical actions
Competition
Response Alliances

14. 业务层合作战略 Uncertainty Reducing Alliances
Complementary
Alliances
uncertainty reducing strategic alliances are used to hedge against risk and uncertainty
these alliances are most noticed in fast-cycle markets
alliance may be formed to reduce the uncertainty associated with developing new product or technology standards
Competition
Response Alliances
Uncertainty
Reducing Alliances

15. 业务层合作战略 Competition Reducing Alliances
competition reducing strategic alliances may be created to avoid destructive or excessive competition
explicit collusion exists when firms directly negotiate production output and pricing agreements in order to reduce competition (illegal)
tacit collusion exists when several firms in an industry indirectly coordinate their production and pricing decisions by observing each other’s competitive actions and responses
Complementary
Alliances
Competition
Response Alliances
Uncertainty
Reducing Alliances
Competition Reducing
Alliances

16. 业务层合作战略 Competition Reducing Alliances
Complementary
Alliances
mutual forbearance is a form of tacit collusion in which firms avoid competitive attacks against those rivals they meet in multiple markets
competition reducing strategic alliances may require governments to find ways to permit collaboration among rivals without violating antitrust laws
Competition
Response Alliances
Uncertainty
Reducing Alliances
Competition Reducing
Alliances

17. 公司层合作战略
Corporate-level cooperative strategies are designed to facilitate product and/or market diversification
diversifying strategic alliance
synergistic strategic alliance
franchising
Diversifying alliances and synergistic alliances allow firms
to grow and diversify their operations
through a means other than a merger or acquisition

18. 公司层合作战略 Diversifying Alliances
diversifying strategic alliance allows a firm to expand into new product or market areas without completing a merger or an acquisition
provides some of the potential synergistic benefits of a merger or acquisition, but with less risk and greater levels of flexibility
permits a “test” of whether a future merger between the partners would benefit both parties

19. 公司层合作战略 Synergistic Alliances
Diversifying
Alliances
synergistic strategic alliances create joint economies of scope between two or more firms
create synergy across multiple functions or multiple businesses between partner firms
Synergistic
Alliances

20. 公司层合作战略 Franchising Diversifying Alliances Synergistic Alliances
Franchising is a corporate-level cooperative strategy in which a firm (the franchisor) uses a franchise as a contractual relationship to describe and control the sharing of its resources and capabilities with partners (the franchisees).
A franchise is a “contractual agreement between two legally independent companies whereby the franchisor grants the right to the franchisee to sell the franchisor’s product or do business under its trademarks in a given location for a specified period of time.”
Synergistic
Alliances
Franchising

21. 公司层合作战略
Franchising
Diversifying
Alliances
franchising spreads risks and uses resources, capabilities, and competencies without merging or acquiring another company
contractual relationship concerning the franchise that is developed between two parties, the franchisee and the franchisor
an alternative to pursuing growth through mergers and acquisitions
Synergistic
Alliances
Franchising

22. 国际合作战略 Cross-border strategic alliance
an international cooperative strategy in which firms with headquarters in different nations combine some of their resources and capabilities to create a competitive advantage
a firm may form cross-border strategic alliances to leverage core competencies that are the foundation of its domestic success to expand into international markets

23. 国际合作战略 Allows risk sharing by reducing financial investment
Host partner knows local market and customs
International alliances can be difficult to manage due to differences in management styles, cultures or regulatory constraints
Must gauge partner’s strategic intent so they do not gain access to important technology and become a competitor

24. 网络合作战略
A network strategy is a cooperative strategy wherein several firms agree to form multiple partnerships to achieve shared objectives
stable alliance network
dynamic alliance network
Effective social relationships and interactions among partners are keys to a successful network cooperative strategy

25. Stable Alliance Network
网络合作战略
Stable Alliance Network
Stable Alliance
Network
long term relationships that often appear in mature industries where demand is relatively constant and predictable
stable networks are built for exploitation of the economies available between firms

26. 网络合作战略 Dynamic Alliance Network
Stable Alliance
Network
arrangements that evolve in industries with rapid technological change leading to short product life cycles
primarily used to stimulate rapid, value-creating product innovations and subsequent successful market entries
purpose is often exploration of new ideas
Dynamic Alliance
Network

27. 合作战略的风险与管理 Competitive Risks Partner may act opportunistically
Misrepresentation of competencies brought to the partnership
Partner fails to make committed resources and capabilities available to its partners
Firm may make investments that are specific to the alliance while its partner does not

28. 合作战略的风险与管理 Risk and Asset Competitive Management Risks Approaches
Manage the balance between learning from partners while protecting knowledge and sources of competitive advantages from excessive learning by partners
Assign managerial responsibility for a firm’s cooperative strategies to a high-level executive or team
Specify resources and capabilities that will be shared and those that will not be shared (detailed contracts and monitoring)
Develop trusting relationships

29. 合作战略的风险与管理 cost minimization opportunity maximization
formal contracts specify how the cooperative strategy is to be monitored and how partner behavior is to be controlled
opportunity maximization
maximize partnership’s value-creation opportunities
partners take advantage of unexpected opportunities to learn from each other and to explore additional marketplace possibilities
fewer formal, limiting, contracts

30. 合作战略的风险与管理 Competitive Risks Risk and Asset Management Approaches
Desired
Outcome
Creating value
Above-average returns