1. Strategic Marketing 1. Imperatives for Market-Driven Strategy
2. Markets and Competitive Space
3. Strategic Market Segmentation
4. Strategic Customer Relationship Management
5. Capabilities for Learning about Customers and Markets
6. Market Targeting and Strategic Positioning
7. Strategic Relationships
8. Innovation and New Product Strategy
9. Strategic Brand Management
10. Value Chain Strategy
11. Pricing Strategy
12. Promotion, Advertising and Sales Promotion Strategies
13. Sales Force, Internet, and Direct Marketing Strategies
14. Designing Market-Driven Organizations
15. Marketing Strategy Implementation And Control

2. Strategic Relationships
Chapter 7
Strategic
Relationships
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

3. Strategic relationships at IBM
Collaborative projects across all major parts of business services
Funding universities in services science
Partnership with Sony and Toshiba to produce new processor
Computer code shared with Apache open-source web-server
IBM programmers work on Linux projects
Collaborating with customers and competitors to invent new technologies
Strategy of openess

4. Strategic relationships
End-User
Customers
Intermediate
Customers
Suppliers
Joint
Ventures
Strategic
Relationships
Competitors
Strategic
Alliances
Internal
Partners
External
Partners

5. Strategic Relationships
The rationale for interorganizational relationships
Forms of organizational relationships
Managing interorganizational relationships
Global relationships among organizations

6. The rationale for interorganizational relationships
Value-enhancing
opportunities
Rationale for
Forming Strategic
Relationships
Skills and
resource
gaps
Environmental
complexity
Competitive
strategy

7. The rationale for interorganizational relationships (1)
Opportunities to enhance value
Environmental complexity
Competitive strategy
Skills and resource gaps
Technology constraints
Financial constraints
Market access
Information technology

8. Collaborations in open-source software
IBM and Sun aggressive supporters of Linux open-source software
Technology sharing and partnerships
Rebuilding the technology “ecosystem”
Reducing dependence on Microsoft

9. Airline Alliances Major global alliances Oneworld Skyteam
Star Alliance
Contain 18 of the world’s largest airline
Account for 60% of total world airline capacity
But a history of alliance failures and desertions

10. The rationale for interorganizational relationships (2)
Evaluating the potential for collaboration
What is the strategy?
The costs of collaboration
Is relationship strategy essential?
Are good candidates available?
Do relationships fit our culture?

11. Mapping the Path to Market Leadership
Market-Oriented
Culture and
Process
Superior
Customer
Value
Proposition
Organizational
Change
Relationship
Strategies
Positioning
with Distinctive
Competencies

12. Forms of organizational relationships
Supplier
relationships
Internal
partnerships
Lateral
partnerships
Firm
Customer
relationships

13. Illustrative interorganizational relationships
Strategic Alliance M M M
Supplier/
Manufacturer
Collaboration M JV
Joint Venture W
Distribution
Channel
Relationship R EU

14. Forms of organizational relationships (1)
Supplier relationships
Strategic suppliers
Outsourcing
Intermediate customer relationships
End-user customer relationships
Strategic customers
Dominant customers
Strategic account management

15. Forms of organizational relationships (2)
Strategic alliances
Alliance success
Alliance weaknesses
Types of alliance
Requirements for alliance success
Alliance vulnerabilities
Joint ventures
Internal partnering

16. CostCo Versus Wal-Mart
CostCo has achieved major position in U.S. warehouse club business against strong competitors
Success based on customer choice and constant innovation and productivity improvement
CostCo compensates employees more generously than competitors - to motivate and retain good workers - they get lower staff turnover and higher productivity

17. Managing interorganizational relationships (1)
Objective of the relationship
New technologies and competencies
Developing new markets and building market position
Market selectivity
Restructuring and cost reduction

18. Managing interorganizational relationships (2)
Relationship management
Planning
Trust and self-interest
Conflicts
Leadership structure
Flexibility
Cultural differences
Technology transfer
Learning from partner’s strengths

19. Managing interorganizational relationships (3)
Partnering capabilities
Control, evaluation and review
Exiting from alliance
Identify/agree what triggers exit
Detail rights of each partner to assets/products
Design disengagement process
Communication plan for all involved parties

20. Managing Interorganizational relationships
Objective
of the
Relationship
Control and
Evaluation
Relationship
Management
Managing
Inter-Organizational
Relationships
Exiting from
Alliance
Partnering
Capabilities

21. Global relationships among organizations
The Global Integrated Enterprise
Inter-nation collaborations
The strategic role of government
Government interventions
Competing with state-owned enterprises
Collaborating with state-owned enterprises
Government regulation