Transcript alliances

Ezgi ABLAK
Cansu EVCİN
Eda EREN
 Two or more firms sharing
resources to
improve the competitive situation and the
performance of their voluntary cooperation
agreements.
 Two or more company without a change in
shareholder structure act together in order to
obtain a commercial or industrial benefit is that.
1)
2)
3)
Must be provide of the businesses to act
together in the common property
Provide needs to be achieved by alliances
Facilitate the solution of problems faced by
businesses of all kinds of cooperation have
been made.
 Today,
increasingly intensified competition in
the domestic market, narrowing businesses
increasingly difficult to maintain or even
expand their market share.
 New structures emerged in the business world,
growth and diversification of traditional
strategies, such as acquisition and purchase,
such as joint venture enterprises in recent
years, business strategies, providing added
flexibility.
 Strategic cooperation with
companies, products
and services to find new markets, overcome
barriers to trade, enter into new distribution
channels, sources of critical raw materials, local
knowledge and expertise, experience and
expertise of partners to reach, and finally taking
advantage of investment, reduce risk and costs
occur.
 Strategic partners, to remain independent to
agree on some goals, observe the fulfillment of
the tasks given to each other and continuously
contribute to strategic issues such as technology
and marketing.
 Alliances with the structure away from a
shopping relationship, but behind the merger of
a company.
B FİRM
A FİRM
alliance
Limited
common goals
Reasons related to market
Technology-related reasons
Enter global market
Take advantage of technological
opportunities
Provide competitive advantage
Creating innovation
To achieve new distribution
channels
Create to production quality and
expertise
Prevent entry of competitors in the Knowledge transfer
market
Realize to large projects
Organizational learning
Take advantage of the Partner's
identity
New capabilities to achieve
Reduce uncertainty and risks
related to market
Take advantage of the capabilities
of the partners' equity
Increase the market value of the
business
Complementary access to
resources
Species
Purpose
Gentleman's agreements
Common to act
License agreements
Know-how can transfer
Franchising
Access to new markets
Outsourcing
Improving production efficiency
AR-GE agreements
Risk and cost reduction
Ortak üretim anlaşmaları
New product development
Pazarlama anlaşmaları
Common Market activities
Minority share-based deal
Investment risk reduction
Joint ventures
Achieving a comprehensive work
RELATIONAL RISK:
Is related to a lack of trust and commitment
between partners. The source of opportunistic
behavior of partners. As an example, the
information storage or replacement, partner
information, lack of transfer, or postponement
of obligations are not met, the parties' key role
staff or technology to its own goods, products
that late delivery, etc.
As a result of the strategic objectives of
the firms is not successful or gains from the
perspective of the business because of the unity
of the resulting risk.
Reveal the reasons: changes in
government policies, war, environmental factors
such as economic recession, competition and
market factors such as fluctuations in demand,
etc.
 The supplier is
providing the word as meaning a
product or service - is a name given to
organizations.
Company
Financial stability
 Management
 Location

Product
Quality
 Price

Service
Delivery on time
 Condition on
arrival
 Technical support
 Training

Trust
Price
speed
Capacity
Choise supplies
Delivery time
Quality
Service
Geographical
location
Performance
 Linear
weighting method
 Mathematical modeling
 Statistical
methods
 Cost methods
 Many
sources per
item
 Adversarial
relationship
 Short-term
 Little openness
 Negotiated, sporadic
PO’s
 High prices
 Infrequent, large lots
 Delivery to receiving
dock
1
or few sources per
item
 Partnership (JIT)
 Long-term, stable
 On-site audits &
visits
 Exclusive contracts
 Low prices (large
orders)
 Frequent, small lots
 Delivery to point of
use
form of business
ownership in which the company
is operated by two or more
people as co-owners of a business
for profit.
 Partnership:
© PhotoDisc
General Partnerships
Limited Partnerships
Equal
Partners
Unequal
Partners
Share
Ownership
Unlimited
Liability
Passive
Investors
Limited
Liability
 If
starting a business on your own seems a little
intimidating, you might decide to share the risks and
rewards of going into business with a partner. In that
case, you would form a partnership-a legal association
of two or more people as co-owners of a business for
profit.
 Partnerships are of two basic types. In a general
partnership, all partners are considered equal by law,
and all are liable for the business’s debts. To guard
against personal liability exposure, some organizations
choose to form a limited partnership.

Under this type of partnership one or more
persons act as general partners who run the
business, while the remaining partners are
passive investors (that is, they are not involved in
managing the business). These partners are
called limited partners because their liability (the
amount of money they can lose) is limited to the
amount of their capital contribution.

The left side of the slide includes an image of an
org chart with equal partners on top. Subservient
to equal partners are share ownership and
unlimited liability.
 Easy
to form
 Diversification of
risk
 Additional capital
available
 Tax advantages
 Additional skills
 Extended life
Unlimited
Liability
Debts
Law Suits
Interpersonal
Problems
Managing
Partner
Unproductive
Partners
Division
of Profits
Decision-Making
Authority
Dispute
Resolution
Expected
Contributions
 WHAT
IS A CUSTOMER?
THE GOODS OR THE PERSON BY PAYING THE
SERVICE CHARGE
 TRUST
 RELATIONSHIP
 RESPONSE
 VALUE
RELATIONSHIP
 keep one’s promise
 Frequent contact
 Long-term coexistence
RESPONSE
 service ready
 answer the problems
 answer the questions
 speed / time
TRUST
VALUE
 Product confidence
 Cost
 company/name of trust
 Feature / Performance
 Confidence in the
Warranty
person / dealer technician
Expectations / Provision
SATISFIED CUSTOMER
WILL
REMAIN LOYAL
 TOPICS ARE
SATISFIED SEVEN PEOPLE
 TOPICS ARE
DISSATISFIED TELL TWENTY
PEOPLE
 Rule 1:
The customer is always right.
Rule 2: If the customer does not just re-read the
first rule!
Reasons lose customer
 Death %1
 Relocate %3
 Buying friends %5
 Dissatisfied from workers %68
 Dissatisfied from price %9
 Remain unsolved to complaint %14

CRM companies to increase competitive
advantage, customer-focused business
development strategy.
 CRM
is a company closer to its customers, by
creating a positive impact on them "preferred"
rate is the process of upgrading.
“CRM is not a very new concept. The new thing
is the technology that makes possible we could
do in the past quarter Grocer ... That a small
number of grocery customers and their
preferences in mind that everyone had a
memory that can hold power. The technology,
that allowed the realization of this model.’’
 Customer Relationship Management within
the
company made ​two major conceptual
revolution requires:
All the functions of the company "for the
customer" definition
Taking responsibility in dealing with the
customer
Rating
 The most appropriate time. the most appropriate
marketing program. likely to approach the most
appropriate customer.
 Customers’ provide access to the company more
quickly
 Customers’ provide access to decide more quickly
 Increase customer loyalty
 By partnering with other companies to create new
revenue opportunities

CRM taken outside of the company, is not a value
to participate in company assets.
Must be created within the company.
 Development of Marketing Strategies:
Product Focus
Customer Focus
Customer Satisfaction and Loyalty
 Companies to use customer satisfaction
as a
competitive weapon to gain more information
about its customers turned.
 They have acquired this information;
 Personalized promotional campaigns
 Personalised manufacturing
 They used to do one to one marketing.
Establishing two-way relationship with the
customer:
 Better understand the requirements are met
 Understand the degree of satisfaction
 To answer questions quickly and accurately
 Customer data changes, watching them
 Provide the appropriate product alternatives to
changing conditions

Operational CRM
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
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
Collaborative CRM

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
Relationship management
Sales(power) automation
Opputunity management
Reference management
Campaign management
Customer Satisfaction and Loyalty
Customer Interest Center
Document Management
Sales Channel Management
Creation of Community-Based Marketing
Analitical CRM
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
Return on Sales and Sales Analysis System
Campaign Management
 With



customer
When
How often
Determines will be in contact with which method of
personalization.
 Survey Data
 Customer-owned products
 Opportunities created by
the customer
 The data was obtained as a result of past
campaigns
 Demographic data
 Purchase time
 Purchase frequency
 Purchasing the monetary value
 Remember, culture is
Important
 Obtain Senior Management Support and Protect
Yourself
 Put Realistic Goals
 Analyze Your Work Process
 Choose the correct Software Partne