Bus Alliance Review.4470119

8/2/2019 Bus Alliance Review.4470119

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Business Alliance Review

Weeks 1-6

February 2010


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Implementing a Strategic-Alliance Strategy

NO

No Yes

Yes


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4 Broad Multinational Strategies:

All offer solutions to the global-localresponsiveness dilemma


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5-4

The Five Competitive Forces That Determine

Industry Profitability

Five-Forces Model


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5-5

The Value of the Five Forces Model(2 of 4)

Determining the Attractiveness of an Industry Using the Five Forces Model


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5-6

Completing a Competitive Analysis Grid

Competitive Analysis useful for possibilities ofpartner selection for competitive alliance


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Alliance Creation Framework


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Week 2: Readings and Highlights

CH 1. The Alliance Framework (The Strongest Link

Slowinski)

Introduction /Chapter 1(Smart Alliances Harbison,

Pekar) What is Alliance Strategy? Introduction (Pages 1-15)

Chapter 1 (Pages 19-29)(Mastering Alliance Strategy

Bamford, Casseres, Robinson)

CH 5 Putting Strategy Before Structure (MasteringAlliance StrategyBamford, Casseres)

CH 1 Whats in it for Me?, (Developing Strategic

Alliances, Rigbee)


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CH 1. The Alliance Framework (The

Strongest Link Slowinski)

What is an alliance? Define success and 3 requirements

important for internal alliances success

(including path dependence) Basic understanding of the alliance

framework process and match to our

alliance framework. This sets the structure

for our approach to alliance creation


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Introduction /Chapter 1(Smart Alliances

Harbison, Pekar)

Rational for alliances and growth capabilities Definition Strategic Alliance

Types of general alliances:

Transactional alliances

Strategic alliances

Strategic Alliance Objectives

Risk sharing -Handling funding constraints

Economies of scale Skills leverage Market segment access - Value added barriers

Technology access

Geographic access


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What is Alliance Strategy?

Introduction (Pages 1-15)

Alliance Definition

Alliance Strategy

Alliance Design Alliance Management

Alliance Constellation

Alliance Capacity


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Chapter 1 (Pages 19-29)(Mastering Alliance

StrategyBamford, Casseres, Robinson)

How alliances capture value:

Building new businesses,Accessing new

markets,Acquiring skills,Gaining

scale,Improving supply chain,Creating

networks

Seven deadly alliance sins:

Unclear objectives, lack of deatiled business

plan, decision gridlock, aligning with weal orcompetitive partner, unmanaged culture

clash, failure to learn orprotect core

capabilities, failure to plan for alliance

evolution


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CH 5 Putting Strategy Before Structure

(Mastering Alliance StrategyBamford, Casseres)

Top ten key success factors that influencethe success of an alliance

Three main elements to form an alliance: Strategy

Partner selection

Deal structure


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CH 1 Whats in it for Me?, (Developing Strategic

Alliances, Rigbee)

WHY: Reasons for developing an alliance:

General areas that profit from developing

alliances: Technology, Training

Market share, Customer service improvement

Innovation, Cost savings

Financial stability, buying parity improvements

Supply chain improvement, productivity

increase


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Ch. 2 Types of Strategic Alliances

(Developing Strategic Alliances, Rigbee)

What is an Alliance? (Building, Leadingand Managing Strategic Alliances, Kuglin

and Hook)


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Ch. 2 Types of Strategic Alliances (Developing

Strategic Alliances, Rigbee)

Typ

e of alliances(strategic and transactional)

Cross promotion

Strategic alliances for cobranding

Strategic alliances to serve national interest

Community based alliances

Alliances with competition Alliances with competitors to open new markets

Strategic alliances for buying parity

Alliances with competitors to build an industry

Strategic alliances to beat competition

Strategic alliances to block new competitors

Strategic alliances forproduct development

Strategic alliances for research

plus


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What is an Alliance? (Building, Leading and Managing

Strategic Alliances, Kuglin and Hook)

Definition of alliance Types of Alliances: Function Based

Sales Alliance

Solution specific alliance Geographic specific alliance

Investment alliance

Joint Venture alliance

Framework to determine need for alliance

Match with class framework


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Ch 4 Corporate Self Analysis (IntelligentBusiness Analysis Segil)

Ch. 3 How to Find and Select AlliancePartners (Developing StrategicAlliances, Rigbee)

DOCSA Analysis

Ch. 6 Selecting the Partner(The

Strongest Link Slowinski) Ch. 5 Preparing for the Alliance

(Intelligent Business Analysis Segil)


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Ch 4 Corporate Self Analysis (Intelligent

Business Analysis Segil)

Cor porate Self analysis- 6 step self examination task The Culture cluster DOCSA, checklist

The financial picture esp. for divisions

involved

Business definition and SWOT update given

current realities

Possible strategic direction- across divisions

Senior executive input- input and supportessential

Selection of alliance strategy- mission

statement and objectives


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Ch. 3 How to Find and Select Alliance Partners

(Developing Strategic Alliances, Rigbee)

Finding an alliance partner- where to look?

Selecting an alliance partner- core values

Trust, tolerance, cooperation, commitment,

mutuality.

10 critical qualities for alliance partner

Credentials of your future alliance partner


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Cultural Analysis Technique

Diagnosing Organizational Culture for

Strategic Application (DOCSA)

Hofstede identifies dimensions of

organizational culture (www.docsa.com)

When applied to different subsidiaries of an

MNC different corporate cultures can be

identified and proactive solutions developedto ensure compatibility between all

subsidiaries


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Ch. 6 Selecting the Partner(The Strongest Link

Slowinski)

Strategic Fit Reconciliation Map Visual summary of strategic fit and potential

problems

Resource Fit Reconciliation Map

Ensure potential partner has sufficient

resources to bring to alliance

Intangible Factor in Partner Selection


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Ch. 5 Preparing for the Alliance (Intelligent

Business Analysis Segil)

Step 1: Criteria for Partner- Quantitative and Qualitative based on

corporate self analysis and goals created

Step 2: Develop list ofpotential partners

Step 3 Strategic fit analysis fit criteria

Step4 Rank Candidates: acceptable resource and strategic

reconciliation maps

Step5 Meeting and evaluating candidates

Step 6 identify and know corporate champion

Step 7 Potential problems: 80/20 rule, internal sabotage

Step 8 Obtain internal approval

Step 9 implementation plan Step 10 Pre-deal evaluation


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Ch. 6 Collaborating With Competitors

(Mastering Alliance StrategyBamford,

Casseres, Robinson)

-Ch7 Trust, The Glue That Binds the

Extended Enterprise(Te Extended

Enterprise, Davis)


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. o a ora ng ompe ors

(Mastering Alliance StrategyBamford, Casseres,

Robinson)

Explain why alliance with competitors is avaluable option

Reasons: Expand product lines, Reduce

costs, gaining market share, creating newskills

Risks: technology leakage, telegraphing

strategic intentions, customer defection,slow decision making, business or asset

fire sale


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-Ch7 Trust, The Glue That Binds the ExtendedEnterprise(Te Extended Enterprise, Davis)

Alliance like thinking (value creation,

balance legal logic with common sense)vs. contractual thinking (risk mitigation,

emphasis on legal correctness)


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Ch.7 Crafting the Agreement?

(Mastering Alliance StrategyBamford,

Casseres, Robinson)

MOU

NDNC

LegalD

ocuments Important Boilerplate articles


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Ch.7 Crafting the Agreement? (Mastering

Alliance StrategyBamford, Casseres, Robinson)

Identify different perspectives between

executives and lawyers (potential

disagreements)

Ownership (decision rights) 50/50

Conflict resolution mechanisms

Scope: Where alliance begins and ends

Valuation: valuing contribution

Exit: Preparing for end identify events that

trigger a right to exist


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Legal documents

NDNC- describe and identify uses

MOU describe and identify uses

Boilerplate articles IP

Term

Laws Dispute resolution

Documents

Bus Alliance Review.4470119