Journal of Global Strategic Management | V. 1 | N. 1 ... · THE EFFECT OF STRATEGIC ALLIANCES ON THE DEVELOPMENT OF AUTOMOTIVE INDUSTRY: THE CASE OF TURKEY Ayúegül Samsunlu Beykent

ABSTRACTStrategic alliances are formed in order to spread risk,increase market power, preempt resources, access newmarkets and gain organizational learning. Among thevarious functions, knowledge acquisition, transfer andgeneration of technology have been regarded as theprimary motives of strategic alliances in certainindustries especially highly technological industries.

The strategic alliances in the automotive sector havebeen formed among the companies that operate infour regions on the world. These regions are USA andNAFTA, European Union, Japan and Korea. GM andSaab have entered into a strategic alliance in 1990.GM and FIAT has formed a strategic alliance in 2001.During recent years, some alliances have been formedin China. FAW -Toyota and Zongfeng -Nissan are thetwo examples of these alliances.

The strategic alliances in the automotive sector inTurkey are like joint ventures. In other words, they arelike partnering in the automotive industry. KoçHolding, has formed Ford Otosan A. . and has manu-factured the first passenger car, Anadol and later man-ufactured the passenger cars with the brand nameFord. Koç Holding also formed a strategic alliancewith Fiat Auto Spa and founded Tofa . Oyak-Renaulthas formed a joint venture with Renault and started tomanufacture passenger cars. Sabanc Holding formeda joint venture with Toyota in 1990. In 2002, the own-ership structure has changed. Toyota owned 90% andMitsui owned 10% of shares. In 1990s, Anadolu andHonda and Hyundai and Assan have formed similarstrategic alliances.

In this paper, the developments in the passenger carindustry which make up the most important part of theautomotive industry in Turkey have been studied since1960s. The strategic alliances and their impact oneconomic factors such as exports, labor, research anddevelopment has been studied by using the data avail-

able about the sector.

Key words: Strategic alliances, automotive sector,exports, labor, research and development.

INTRODUCTIONThe automotive industry is one of the most importantsectors that have effect on the development of theeconomy of a country. Due to the increase in the useof passenger cars especially in the developed countriesand recently all around the world there is an increasein the amount of manufactured cars and the number ofexported cars.

According to the 2004 statistics of world figures, 80%of the passenger cars that have been manufactured aremanufactured by the ten firms of the five industrial-ized countries. According to the statistics, these fig-ures are as follows: USA: 11.989.000 cars, Japan:10.511.000 cars, Germany: 5.569.000 cars, China:5.070.000 cars, France: 3.665.000 cars and SouthKorea: 3.469.000 cars. Turkey has the seventeenthposition and the number of cars that have been manu-factured is 823.000.(OSD,2005)

In Turkey, the development of the automotive industryhas started in the 1950s after the introduction of theliberalized economy. In 1961, a car named "Devrim"which was a prototype was manufactured. In 1966,Anadol was manufactured and it was the first passen-ger car of Turkey. In 1969, Renault resumed its opera-tions in Turkey. Tofa started to manufacture cars in1971. Finally in 1994, Toyota started to manufacturecars. As a result of the entry of the country intoCustoms Union, Hyundai-Assan and Anadolu-Hondastarted to manufacture cars in Turkey. The total num-ber of cars that was manufactured in 2004 was823.000. Export figure has been 320.321 in 2004.

The strategic alliances in the passenger car industry in

THE EFFECT OF STRATEGIC ALLIANCES ONTHE DEVELOPMENT OF AUTOMOTIVE

INDUSTRY: THE CASE OF TURKEYAy egül Samsunlu

Beykent University,

Ali AkdemirÇanakkale Onsekiz Mart University

Journal of Global Strategic Management | V. 1 | N. 1 | 2007-June | isma.info | 124-132 | DOI: 10.20460/JGSM.2007118721

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the real sense occur more often among the companiesof countries like USA,European Union, Japan andKorea. General Motors and Toyota, Ford and Mazda,Chrysler and Mitsubishi have formed strategicalliances. (Camuffo and Volpato, 2002) During recentyears, China has followed the path of these countriesand strategic alliances have been established in thesector. FAW Toyota and Zongfeng Nissan have beenformed as strategic alliances in China. (Lee andFujimoto, 2003) GM and its Chinese partner,Shanghai Automotive Industry Corp, have formed astrategic alliance and established Wuling Companywhich manufactures small vans and buses. These areexported overseas. The Wuling business is the secondlargest in the Chinese small people-carrier market,after Changan Auto, a joint-venture partner of FordMotor (Mackintosh, 2006).

In Turkey, there are examples of cooperations such asthe ones between Koç and Ford, Koç and Fiat, Sabancand Toyota, Assan and Hyundai, Anadolu and Honda.These strategic alliances have the characteristics of ajoint venture. The companies have manufactured carsin Turkey and exported an important amount of theirproduction overseas.

After Turkey has entered the Customs Union in 1996,the integration has started in the sector and the newstrategic alliances such as Anadolu Honda andHyundai Assan have been formed. After 1996, exportsstarted increased in global markets.

In this paper the passenger car industry of the automo-tive sector in Turkey has been studied.

LITERATURE REVIEWAt the end of the 20th century, many changes havetaken place in the social, economic, political and cul-tural areas, and these changes have affected countries,companies and individuals. These changes haveresulted in the formation of a new world order.Globalization has brought with it a boom in the oppor-tunities that cause competitive advantage. Strategicalliances and other forms of cooperation haveincreased among the companies around the world.

"Alliances are where the real growth is strategicalliances providing a synergy for partners in whichtwo and two make at least five in revenues preferablymore." (Drucker, 2005 )

The aims of strategic alliances are product differentia-tion. Reduction in development costs, optimization ofmanufacturing capacity,reduction in time to marketgoods and services, improving productivity. Speeding

up the product development cycle, spreading the highcost of R&D and leveraging know-how whereever.

Strategic alliances have been formed between firms ona national or international basis. These alliances rangefrom relatively noncommittal types of short-term,project-based cooperation to more inclusive long-termequity-based cooperation namely mergers and acquisi-tion, joint ownership, joint venture, formal coopera-tive, informal cooperative.

The strategic alliance is designed to allow both com-panies to better serve their customers on a globalbasis.

An alternative theoretical definition of strategicalliances has been provided by Contractor andLorange. It is the degree of interdependency. One the-oretical way to define strategic alliances is to look atthe continuous scale between one hand, transactionson a frre market ("market") and on the other, totalinternalization ("hierarchy"). The institution is one ofthe following. Informal cooperative venture, Formalcooperative venture, Joint venture, Joint ownershipand mergers and acquisitions (high interdependence)(Lorange and Ross, 1992)

There are rapid developments around the world. Thereis explosive growth of alliances over the last decade.The marketshare impact of inter-partner learning inalliances especially in the global auto industry is veryimportant (Contractor and Lorange, 2002).

Joint venture is one form of strategic alliances. A jointventure is further defined as an affiliate where foreignequity ownership is between 10-90% an affiliate withforeign equity shareholding of more than 90% is con-sidered to be a wholly-owned subsidiary (WOS). Overthe past two decades, there has been an unprecedentedchange in the nature of global business environment.Contemporary multinational enterprises (MNEs) fac-ing the challenges of an increasingly complex busi-ness environment have to rethink their strategies aswell as their organizational structures in order to suc-ceed in this global arena. These challenges play con-flicting demands on managers. One response has beenthe creation of joint ventures (JVs). Joint Ventureshave emerged in recent years as a popular strategy inan environment in which fast access to up-to-datetechnology and emerging markets is more critical thanever before ( Yoshino and Rangan,1995).

The decision to enter into a joint venture (or anotherform of cooperative strategy decision) is a key com-petitive strategy decision, but, despite its importance it


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has not been well understood. Managers need guide-lines to cope with joint ventures if they expect to usethis strategy affectively (Harrigan, 1986)

International corporate linkages are the diverseinterorganizational arrangements created by firmsbased in different countries to obtain strategic advan-tage in their markets and environments. The predomi-nant forms of International Corporate Linkages arelicensing agreements, technological transfers andexchanges, research and developments arrangementsand joint ventures (Auster, 1987).

The international equity joint venture is the dominantform of the various forms of FDI (Foreign DirectInvestment) in Turkey A joint venture is internationalin dimension if at least one partner is outside the ven-ture's country of operation. It is important that there issignificant level of operation in more than one country(Geringer and Hebert, 1989)

The most important motives of Turkish firms in form-ing strategic alliance are; to gain an access toadvanced technologies and management practices.The introduction of new products, government poli-cies, globalization of markets and resource needs arealso important. Since Turkish firms are not investingin R&D activities, joint R&D activities have not beenevaluated as important even though it is very impor-tant issue for international strategic alliances (Erimez,1998). However this has changed during recent yearsand Turkish firms utilize their own technology.

During the last decade, the auto industry has becomeglobal (Sturgeon and Florida, 2001; Humphrey, Lederand Salerno, 2000).

Thus mergers and acquisitions (M&A) and strategicalliances in the automotive industry are not onlymeans to reduce and share financial risks, but alsodevices for increasing knowledge bases and count ona wider set of organizational capabilities (Hagedornand Doysters, 2002; Camuffo and Comacchio,1999).

One of the hallmarks of strategic alliances in the glob-al arena is between Fiat and GM. Fiat and GM havesigned a partnering agreement in 2001. The reasonsfor partnering can be characterized in four areas. Firstof all, "pursuing-where-you-sell" strategy. Secondly,widening of the product range in order to satisfy ahighly fragmented and differentiated demand and takeadvantage of niche market opportunities. Thirdly,achieving cost savings in design (platforms), purchas-ing (modules and component sharing), and manufac-turing (modularity and outsourcing). Lastly, reducing

the risk associated with the enormous organizationaland financial effort required by international strategiesby transferring design and manufacturing responsibil-ities to suppliers (Camuffo and Volpato, 2002).

Hyundai, Mitsubishi and Daimler-Chrysler haveformed a strategic alliance to set up a world car proj-ect. They jointly advance into the world markets andimprove liquidity (Chung, 2001).

Globalization will continue increasingly in the auto-motive sector. While giant companies are reorganizingtheir structures according to global and geographicalrequirements, it is impossible for them to ignore theautomotive sector in Turkey, which has fixed its defi-ciencies and developed and promoted its advantages.The most important indication of this fact is the com-petitive strength of the automotive sector in Turkey ata global level.

The automotive sector in Turkey was established in1950s. Today it has become one of the driving sectorsof the Turkish industry with its dynamic productionstructure, volume of trade and the employment andadded value it has created. This process that has start-ed in 1996 with the Customs Union has been initiatedand improved by the intense integration by the globalcompanies in Turkey and their partners cooperating inlocal production. That is why production methods andtechnologies applied in the automotive industry inTurkey reach the same level as those applied by theinternational parent companies. Investments towardsnew and current model vehicles production wereencouraged; technology imports and foreign capitalpartnership were facilitated and supported.

As the world enters next century, the new businessmodel has evolved from one of 100% control toinclude strategic alliances with a broad network ofautomotive business partners and suppliers. For exam-ple GM has created strategic alliances. It has createdstrategic alliances with Suzuki for small cars. It hascreated strategic alliance with Toyota for technology,Honda engines for Hummer, Fiat for regional domi-nance and Isuzu for diesel engines and trucks.

There are many strategic alliances in the automotiveindustry among the companies of industrializednations. The alliances among Turkish automotivefirms are not exactly in the same sense as the examplesgiven from the international markets. It is an issue ofdiscussion. The partnerships in Turkey are joint ven-tures in which the foreign partner provides the know-how, research and development and licensing opportu-nities.


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The strategic alliances in the automotive industry inTurkey have utilized their activities during a period ofimport substitution until 1980s. The main goal hasbeen to increase the amount of domestic productionthat has been protected by customs barriers. Since1980, export-oriented industrialization has beenencouraged and it has developed. After Turkey hasentered into Customs Union in 1996, the existing firmsand the new companies have realized the necessity toform strategic alliances in order to access to new tech-nologies, production opportunities and research anddevelopment. This way, these companies could exportin international markets and compete with the compa-nies that import in the domestic market. In 1996, a newsystem has developed and this system has encouragedthe spread of research and development activities anddesign processes. New models have been developedwith the foreign partner in the sector.

METHODOLOGYAt the beginning of this section, important informationhas been provided about the companies that haveformed strategic alliances in Turkey. The relation-ships among various variables have been studied byusing the data available about the sector. As a result ofthese data graphs have been drawn and evaluationshave been reached about the strategic alliances.

The data that have been used in the evaluation of pas-senger cars are obtained from the Association ofAutomotive Manufacturers and General Directorate ofForeign Investments of Treasury. The evaluations arepresented as graphs. (AAM, 2005) (GDFI, 2005)

Ford OtosanIt has been founded as Otosan A. ., an assembler ofFord vehicles in 1959.Over the next 3 decades, thecompany has evolved into a complete manufacturer ofcommercial vehicles and Ford became 30% share-holder in 1983. In 1998, a new era for Otosan hasbegun as Ford Motor Co.'S share in the companyincreased to 41% equal to that of Koç Holding. Later,the name of the company changed to Ford Otosan A. .

In 1966, Anadol has been manufactured by KoçHolding. During later years, the company has begun tosell the passenger cars with the brand name FordOtosan and Escord cars until 1990s. Since the compa-ny has not been successful in the sales of passengercars, it has stopped the production of passenger cars.

TOFATOFA has been formed with a licensing agreementbetween Fiat and Koç Holding in 1965 after a negoti-

ation stage between 1964 and 1965. TOFA started tomanufacture cars in 1971

TOFA has now become a modern company with anannual manufacturing capacity of 250.000 vehicles.Different FIAT models are manufactured on the 4 pro-duction lines in the assembly section of the plant. TheR&D center has been established in 1994. It is thelargest research and development center. WhenTurkey entered the Customs Union the company shift-ed its strategy towards exports like its rivals. Tofa -Fiat has formed a new joint venture with FrenchPeugeot Citroen Company.

Oyak-RenaultIn 1969, Oyak has formed a strategic alliance withRenault, a French company. It has started productionof passenger cars in 1971 The company has reachedthe highest number of cars in 1998.The shareholderstructure is as follows: Oyak-Renault is 57%-ownedby Renault 43% by Oyak, the Turkish armed- forces-pension fund.. Oyak-Renault is actually a regionalproduction and export platform. Turkey is a strategicmarket for Renault where it keeps its leadership since1998.

Oyak-Renault invests 100 million annually in Turkey.In 2006, $250.000 has been invested for its new Clioplatform. Renault Clio Hatchback which has beenchosen as the best passenger car in Europe will bemanufactured in Turkey. It will be exported fromTurkey.

ToyotaToyota has formed a joint venture with SabancHolding in 1990. Toyota Motor Manufacturing Turkeyis an affiliated company of Toyota Motor Corporation,one of the big three automakers in the world. The man-ufacturing of passenger car started for the domesticmarket as in Adapazar in 1994. TMMT has beenrestructured in 2000 for export business. In 2002, theownership structure has changed. 90% of the shares isheld by Toyota and 10% is owned by Mitsubishi. It hasreached the highest number of cars during recentyears. Since 2002, Toyota is not a joint venture. It is awholly-owned subsidiary.

According to Mr. Toyota, the founder of the company,as a result of the developments in Turkish automotiveindustry, the company supports the suppliers in themarket through issues like product development, pro-duction techniques and project management. Turkeyprovides numerous opportunities such as the cost ofproduction, qualified and competitive workforce and


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its closeness to many automotive markets. .

Hyundai AssanHyundai Assan started its production in 1990s.Hyundai Assan Otomotiv Co. has %50-50 share byHyundai Motor Company and Kibar Holding. Its fac-tory has been opened in 1997.Hyundai has announced to triple production in thenext five years to 300.000 units and is investing $500million in the new platforms.

Anadolu HondaAnadolu Honda started its production in 1990s.Currently 100% is owned by the Japanese company.

Production of CompaniesThe production figures of the companies in the pas-senger car industry are shown in Figure 1. The graphsbelow have been drawn by using the data that has beenobtained from the Association of Automotive

Manufacturers.

Figure 1 shows that there is not an increase in the pro-duction figures on the dates on which the companiesformed joint ventures. However, the rise in the amountof manufactured cars has continued until the econom-ic crisis in 1994. As it has been explained above, thedevelopments and manufacturing in the automotiveindustry have been through joint ventures as one of theform of strategic alliances. As it is seen in Figure 1,Ford, Tofa and Renault have utilized the know-howthat they have received from their foreign partner, inmanufacturing passenger cars. This period is charac-terized as montage period because the supplier sectorhas not been developed and the companies importedparts of the cars. In the following years, the develop-ments in the manufacturing of cars by these threefirms have helped the improvement of the supplierside of the automotive industry. As the figure shows,Ford Company which is owned by Koç Holding, hasstopped the production of cars in 1999 and started tomanufacture minibuses and pickups. Later, Renault

Figure 1: The total amount of production by the companies.


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and Tofa have increased their production. As theresult of the Customs Union, Hyundai and Honda haveentered the market and started to manufacture cars.During this period, the production figures of Renaultcontinuously increased while those of Tofa havedeclined sharply. In 2002, Sabanc Holding ended itspartnership in the manufacturing of Toyota cars, andthis was the end of the joint venture. The productionfigures rose astronomically after this development. Asthe figures in Table 1 that shows the export figures ofcompanies in 2004 and 2005 is analyzed it is seen thatToyota and Renault have increased their exports andthat they have exceeded other companies like Tofa ,Hyundai and Honda.

When the export figures in terms of units and dollarsare studied, it is seen that they have been low until thedecision to enter the Customs Union. The figures haveincreased rapidly after 1998.

Exports-Research andDevelopment of CompaniesThe exports and research and development figures arein Figure 3.

Figure 3: Exports and research and development ofthe companies in the sector.

As a result of the increase in exports after 1996 and theincrease in research and development premiums, theamount of research and development has increased.The automotive firms have realized the strategicimportance of research and development activities andtechnological developments. Fiat Company has estab-lished the research and development center in Turkeyin 1994. It is the largest R&D department in the auto-motive companies.

Figure 2: The total amount of exports in units and (x1000$)

TABLE 1: Export Figures 2004-2005 (million USD)(OSD, 2006)

Toyota 1.855.886.960 2.316.921.584Oyak-Renault 1.502.586.114 1.422.601.139TOFA * 821.696.368 857.328.710Hyundai* 223.845.398 210.375.525Honda Türkiye 68.057.862 40.001.939

2004 (USD) 2005 (USD)

*The number for these companies includes commercialvehicles.

Exports of CompaniesThe total number and value of exports of the companies are in Figure 2.


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Labor-Productionof CompaniesThe increase in the amount of production in the auto-motive industry has caused an increase in the amountof labor. During the periods when the country is facedwith economic crisis, the companies in the sector havechosen to retain their workers in their organizations.

CONCLUSIONAs a result of globalization, firms around the worldhave formed strategic alliances. In Turkey, strategicimportance has been given to the formation ofalliances as part of the adaptation of the country'seconomy to the globalization process.

Automotive sector in Turkey is one of the mainsources of the industry, and it holds the second placein exports. The first place is held by the textile sector.Automotive sector is one of the most advancedbranches of Turkish manufacturing sector. With thegrowth rate and export capabilities it has achievedthus far, the sector has succeeded in becoming one ofthe few principle sectors of the Turkish economy andhas managed to become on of the "target sectors". Theautomotive industry is in a continuous and dynamicchange process due to the ever-changing conditions ofthe market and the intense competition on a global

level. The automotive sector of Turkey follows globaldevelopments closely and is affected by them. Whileit is a very important sector, the export numbers areclear testimony of this success.

The automotive industry is a very important in thedomestic market and now is at a position where it cancompete in international markets. The export numbersare a clear testimony of this success. The total amountof exports in the passenger car industry has increasedfrom 2.3 million USD in 2004 to 4.84 million USD N2005. The sector has a great export potential and hasa very important role in Turkish economy.

The strategic alliances (joint ventures) that have beenformed in the automotive industry have led to thedevelopment of the automotive industry and supplierindustry in Turkey. At the beginning, the Turkish part-ner, did not have the adequate resources and technolo-gy so the foreign partner has been influential in pro-viding production techniques and similar issues.During following years in which, Turkey has enteredthe Customs Union; some models have started to bemanufactured only??? In Turkey and they have beenexported overseas. Consequently rapidly increasingproduction brought with it the necessity to giveemphasis to research and development. These strate-gic alliances have given special importance to technol-

Figure 4: Labor and production in the sector.


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ogy. The amount of resources that has been utilized forR&D has increased. The encouragement premiums arealso important in this process. The increase in produc-tion of passenger cars has led to an increase in labor.

As a result, it is seen that the production in the auto-motive industry has increased rapidly in 1990s.However the production figures of Tofa Companyhave declined compared to those of Toyota andRenault. The export figures of these companies havesimilar results in 2004 and 2005.

According to the export figures, the amount of exportshas increased after 1996 when Turkey has entered theCustoms Union. The total amount of export figure hasincreased from 50.000 units in 1998 to 320.000 unitsin 2004. This improvement was the result of the strate-gic alliances that have been formed in the industry.

The increase in exports has led the companies to giveimportance to research and development activities.The companies in the sector aimed to take position inthe world's automotive sector. The number of cars byperson in Turkey is below most of the countries in theBalcan region and especially European countries.Turkey is expected to become more prosperous in thecoming years. Therefore the number of people whowant to purchase cars will increase in the future. Thedomestic demand will increase and the strategicalliances in the sector will be more effective.Currently, Turkey holds the sixteenth position in thenumber of production of passenger cars. As a conse-quence of the increasing impact of strategic alliances,eventually Turkey will reach the tenth position in theautomotive industry around the world.

DISCUSSIONIn this study, the data that has been collected has beenevaluated. In the future, the companies' position in thesector should be evaluated by using questionnaires.Statistical analysis and matrix studies should be per-formed to study the impact of strategic alliances onfactors like labor, research and development and pro-duction. In this paper, productivity, exports, produc-tion and exports have been studied.

It is very important to compare the performance ofstrategic alliances in other countries and Turkey. Thisanalysis will help the academicians learn more aboutthe position of Turkey in the automotive industry.

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Journal of Global Strategic Management | V. 1 | N. 1 ... · THE EFFECT OF STRATEGIC ALLIANCES ON THE DEVELOPMENT OF AUTOMOTIVE INDUSTRY: THE CASE OF TURKEY Ayúegül Samsunlu Beykent