策略聯盟

策略管理ISU 企管 4BLecture 7

2009.11.04

Key Questions The Difference between Strategic

Alliance and Merger The Antecedence and Consequence

of Strategic Alliance The Resource Implication for

Strategic Alliance The Importance of Strategic Alliance

for MNCs

Definition

Cooperative Strategy Firms work together to achieve a shared

objective An alternative for creating values and

establishing a favorable position Strategic Alliance

A kind of cooperative strategies in which firms combine some of their resources and capabilities to create a competitive advantage

Strategic Alliance Categorization(1)

Joint Venture ( 合資） Two or more firms create a legally

independent company Long-term relationship and Transferring

tacit knowledge Own equal percentages and contribute

equally to its operations Suitable when it is substantially different

from any they possess individually and when the partners intend to enter highly uncertain markets

Strategic Alliance Categorization(2) Equity Strategic Alliance （股權式策略聯盟） Two or more firms own different percentages

of the company they have formed Non-equity Strategic Alliance （非股權式策略聯盟） Two or more firms develop a contractual

relationship to share some of their unique resources and capabilities

Less formal and Demand fewer partner commitments

Licensing, distribution and supply contract

Motivations for Strategic Alliance

Gaining Resource for Establishing or Strengthening Competitive Advantage What kind of resource In what stage of the value chain The resource is complementary or not

The Unfamiliarity for a Foreign Market The Governmental Policies when

Entering a Foreign Market

Viewpoints for Strategic Alliance

交易成本觀點 形成策略聯盟，可以減少哪些交易成本

資源基礎論 策略聯盟可以強化或提高哪些組織所缺乏的資源 資金、知識、研發能力、經營能力、通路、製造能力、社會資本（人脈關係）…

網絡觀點 形成策略聯盟後，改變了組織的哪些連結，以及改變了哪些關係的本質

組織會傾向和哪些組織形成策略聯盟

Business Level Cooperative Strategy (1)

Complementary Strategic Alliances Share resources in complementary way Vertical complementary strategic alliance

Share from different stages of the value chain McDonald, Boeing

Horizontal complementary strategic alliance

Share from the same stages of the value chain Focus on long-term product development and

distribution opportunities

Business Level Cooperative Strategy (2)

Competition Response Strategy Form to respond to strategic actions

rather than tactical actions Uncertainty Reducing Strategy

Using strategic alliance to hedge against risk and uncertainty

Competition Reducing Strategy Collusive strategies, explicit and tacit

collusion

Corporate Level Cooperative Strategy (1)

Diversifying Strategic Alliances Firm share some of their resources and

capabilities to diversify into new product or market areas

More attractive than merger and acquisition Require fewer resource commitment Permit greater flexibility An alternative to diversify into a new

market in which the host nation’s government prevents mergers and acquisitions

Corporate Level Cooperative Strategy (2)

Synergistic Strategic Alliance ( 具有縱效的策略聯盟） Firms share some of their resources

and capabilities to create economies of scope

Create synergy across multiple functions or multiple businesses between partner firms

台灣基因與神隆科技共同研發

Corporate Level Cooperative Strategy (3)

Franchising （特許經營） A firm (the franchisor, 授權者 ) uses a franchise

as a contractual relationship to describe and control the sharing of its resources and capabilities with partners (the franchisees, 加盟者 )

Franchisor must develop programs to transfer to the franchisees the knowledge and skills that are needed to successfully compete at the local level

Franchisee must provide feedback regarding how their units could become more effective and efficient

International Cooperative Strategy

Cross-border Strategic Alliance Firms with headquarters in different

nations combine some of their resources and capabilities to create a competitive advantage

Leverage core competencies Limited domestic growth opportunities Government economic policies More risky and complex than domestic

strategic alliance

Network Cooperative Strategy

A cooperative strategy wherein several firms agree to form multiple partnerships to achieve shared objectives Firms clustered together Firms gain access to their partners’

partners Effective social relationships and

interactions among partners Center firm and peer partners

有關於網絡式聯盟的觀念釐清 在聯盟網當中，每一家都是獨立的法人

Nike 與寶成； Dell 或 HP與廣達 通常每家公司都是執行一部份價值鏈活動

集團（由一家核心公司，繼續擴張所形成的企業集合體）不屬於網絡式聯盟 集團的定義上，通常集團內所有的公司，都具有相互投資關係；網絡式聯盟不具備這樣的條件

集團內的各分子公司不一定都是執行一部份價值鏈活動；許多集團的分子公司都是屬於非相關多角化

Mode of Strategic Alliance (1)

同業 /異業學習型合作 Business Level/ Complementary International Cooperative Strategy

同業互補合作 -提昇競爭力 Business Level/ Complementary Business Level/Competition Reducing

異業互補合作 -增加競爭力 Corporate Level/ Synergistic

Mode of Strategic Alliance (2)

異業互補合作 -開創新的經營模式及產品線 Corporate Level/ Diversifying Corporate Level/ Synergistic

同業合作 -技術擴散建立產業標準，攻佔市場 Business Level/ Competition Reducing Business level/ Uncertainty Reducing

Mode of Strategic Alliance (3) 技術分工合作 -利用別人技術

Business Level/ Complementary 上、下游合作

Business Level/ Complementary 聯合產、銷、採購

Corporate level/ Synergistic

Mode of Strategic Alliance (4)

異業聯合品牌，開發市場 Corporate Level/ Synergistic

同業合作，開發市場 Corporate Level/ Diversifying

企業網絡 Network Cooperative Strategy

Dimensions of Strategic Alliance (1)

合作期間 Long or Short

合作對象 同業、異業、上下游、本國或跨國

合作型態 合資（ Equity ）

對等或不對等 非合資（ Non-equity ）

Dimensions of Strategic Alliance (2)

合作目的 產品技術開發 市場開發 提昇市場競爭力

擴大規模、垂直與水平整合、提昇營運績效、降低成本、強化產品功能

提昇持續性競爭優勢 學習

Determinants of Inter-organizational Competitive Advantage (1)

Relation-specific Assets (是否開發出具有專屬於此關係的資產） Duration of safeguards to prevent

opportunism Volume and Breadth of inter-firm

transactions Knowledge-sharing Routines（是否有知識分享的管道） Partner-specific absorptive capacity Incentives to encourage transparency and

discourage free riding

Determinants of Inter-organizational Competitive Advantage (2)

Complementary Resources and Capabilities（是否具有互補性資源） Ability to identify and evaluate potential

complementarities Role of organizational complementarities to access

benefits of strategic resource complementary Effective Governance（是否具有有效的治理模式） Ability to employ self-enforcement rather than

third-party enforcement governance mechanisms Ability to employ informal versus formal self-

enforcement governance mechanisms

Principles of Strategic Alliances

在問對方能給我們什麼好處之前，先考慮我們能給對方什麼

正式合作前，防人之心不可無 一旦合作，要積極建立互信 合作關係應採漸進方式 合作對象應選最適，而非最佳

Discussions 從個別公司、兩兩合作，到集團式競爭

聯盟網絡的競爭 聯盟網絡競爭的優劣勢分析

如何透過合作，強化或提昇競爭優勢 集體有比個別為佳嗎？ 1 ＋ 1 如何大於 2 ？

Difference between Collusion and Alliance Alliance derived by Strengths or

Weaknesses