Chapter 1: The Global Manager’s Environment

Transcript Chapter 1: The Global Manager’s Environment

Chapter 7: Global Alliances and Strategy Implementation

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 © 2008 Pearson Prentice Hall 7-2

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 © 2008 Pearson Prentice Hall 7-3

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 © 2008 Pearson Prentice Hall 7-4

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 © 2008 Pearson Prentice Hall 7-5

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 © 2008 Pearson Prentice Hall 7-6

Assignment  Compare the ”guidelines” above with  Strategic Choice fig 6.6 and 6.10 (chapter 6)  Which  Motivators  Challenges  Guidelines  Consider for each of the entry modes mentioned in fig 6.10?

Comparative Management in Focus: JVs in the Russian Federation         Investigate whether a joint venture is the best strategy —acquiring a Russian business may be better Set up meeting with appropriate authorities well in advance Be above board in paying taxes Set up stricter controls and accountability systems Make it clear your firm does not pay bribes Assign the firm’s best managers and given them enough authority Take advantage of local knowledge by hiring Russian managers Designate considerable funds for promotion and advertising to establish an image © 2008 Pearson Prentice Hall 7-9

Strategic Implementation

 Involves putting decisions about global alliances and entry strategies into action  Successful implementation requires creating a “system of fits”  Resources must be allocated  Leadership is key © 2008 Pearson Prentice Hall 7-10

Implementing a Global Sourcing Strategy  Examine your reasons for outsourcing  Evaluate the best outsourcing model  Gain the cooperation of management and staff  Consult your alliance partners  Invest in the alliance © 2008 Pearson Prentice Hall 7-11

Managing Performance in IJVs

 IJV control: Ensures that the way a joint venture is managed conforms to the parent company’s interests  Choice of partner  Suzuki and TVS Motor in India  Organizational design and strategic freedom © 2008 Pearson Prentice Hall 7-12

Managing Performance in IJVs

 Three complementary dimensions of IJV control:  The scope of activities over which parents have control  The extent or degree of control  The mechanisms of control © 2008 Pearson Prentice Hall 7-13

Government Influences on Strategic Implementation  Unpredictable changes in governmental regulations  China’s new restrictions on foreign investors  Caterpillar and tax breaks  Ousting of Indonesian President Suharto in 1998 © 2008 Pearson Prentice Hall 7-16

Cultural Influences on Strategic Implementation

Western

Hungarian Source of Difference

Focus on empire building Systemic Work to live Beat the system Volume-driven technology Cultural/ systemic Cultural/ systemic Systemic 7-17

Cultural Influences on Strategic Implementation  Six dimensions of national and corporate culture that affect alliances:  Organizational formality  Participation in decision-making  Attitudes toward risk  Systemization of decision-making  Managerial self-reliance  Attitudes toward funding © 2008 Pearson Prentice Hall 7-18

Cultural Influences on Strategic Implementation  The American need for autonomy and independence can cause problems with head office Europeans  Mercedes in Tuscaloosa, Alabama © 2008 Pearson Prentice Hall 7-19