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Module 7 Strategic alliances
Evidence of alliances
• In an effort to establish itself as a force in European and Japanese markets, the Nasdaq formed a joint venture with SSI Technologies of India to develop an internet-based trading and market system to launch Nasdaq Europe and Nasdaq Japan.
• In February 2001, the Coca-cola company and Procter & Gamble announced a $4.2 billion joint venture to use Coca-Cola’s huge distribution system to increase reach and reduce time to market for the P&G products Pringles and Sunny Delight.
Learning objectives
• Understand the potential benefits and risks associated with strategic alliances
• Learn the life cycle of strategic alliances• Review forms of strategic alliances• Learn the monitoring and evaluating
process for strategic alliances• Analyze and deal with problems related to
strategic alliances
Benefits of strategic alliances
• Market
• Resources
• Technology
• Management practices
• New opportunities
• Competitive advantages
Types and forms of alliances
Strategic alliances: any formal arrangement between two or more organizations for purpose of mutual gain.
• Ownership vs control
• Number of members
• Governance structure
• Mandated vs voluntary participation
A life cycle of organization alliances in health care
Stages
Emergence Transition MaturityCritical crossroads
Environmentthreat & uncertainty
Share ideologies& dependencies
Define purposes ofAlliances
Develop membership criteria
Motivation to Achieve alliances
Increase Dependence ActivitiesHire or form Management group
Coordination & control
Put allianceInterest first
Realize Benefits
Attain objectives
Member commitment
IncreasedDependence OrWithdrawal
Future ofalliance
Risks of strategic alliances• Overly optimistic • Poor communication• Lack of shared benefits• Lack of commitment• Lack of a clear boundary• Lack of evaluation system• Slow results or payback• Culture mismatch
Monitor and evaluate strategic alliances
Decide to monitor performance Decide the purpose
Design methodologyCollect dataInterpret data
Report and recommendations Evaluate the process
Analyze and deal with problems
• Locate problems– Environmental problems– Strategy problems– Structure problems– Behavior problems
• Identify the root of the problem– Parochial self-interest– Misunderstanding and a lack of trust– Different assessments– Low tolerance for ambiguity
• Deal with problems– Education– Participation– Facilitation– Negotiation– Cooperation– Coercion
Information about the third case summary
• Average: 7.89
Winner of The Best Quality:
Shaen Ann Stesco
Winners of The Excellent Summary:
Maryellen Gleeson
Mary Choi Jenna Allen