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    Strategic Relationships

    Uploaded by

    Shoaib Imtiaz
    xcsjk

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    © All Rights Reserved
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    Strategic Relationships

    Uploaded by

    Shoaib Imtiaz
    50 views21 pages
    xcsjk

    Copyright

    © © All Rights Reserved

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    xcsjk

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    50 views21 pages

    Strategic Relationships

    Uploaded by

    Shoaib Imtiaz
    xcsjk

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 21

    Strategic Marketing

    1. Imperatives for Market-Driven Strategy


    2. Markets and Competitive Space
    3. Strategic Market Segmentation
    4. Strategic Customer Relationship Management
    5. Capabilities for Learning about Customers and Markets
    6. Market Targeting and Strategic Positioning
    7. Strategic Relationships
    8. Innovation and New Product Strategy
    9. Strategic Brand Management
    10. Value Chain Strategy
    11. Pricing Strategy
    12. Promotion, Advertising and Sales Promotion
    Strategies
    13. Sales Force, Internet, and Direct Marketing Strategies
    14. Designing Market-Driven Organizations
    15. Marketing Strategy Implementation And Control
    Chapter 7

    Strategic
    Relationships

    McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
    Strategic relationships at IBM
    * Collaborative projects across all major parts of
    business services
    * Funding universities in services science
    * Partnership with Sony and Toshiba to produce new
    processor
    * Computer code shared with Apache open-source
    web-server
    * IBM programmers work on Linux projects
    * Collaborating with customers and competitors to
    invent new technologies
    * Strategy of openess
    7-3
    Strategic relationships
    End-User
    Customers Intermediate
    Suppliers
    Customers

    Joint Strategic Competitors


    Ventures Relationships

    Strategic Internal
    Alliances External Partners
    Partners

    7-4
    Strategic Relationships
    * The rationale for interorganizational
    relationships
    * Forms of organizational relationships
    * Managing interorganizational
    relationships
    * Global relationships among
    organizations

    7-5
    The rationale for interorganizational relationships

    Value-enhancing
    opportunities

    Rationale for
    Skills and Environmental
    Forming Strategic
    resource complexity
    gaps Relationships

    Competitive
    strategy

    7-6
    The rationale for interorganizational relationships (1)

    * Opportunities to enhance value


    * Environmental complexity
    * Competitive strategy
    * Skills and resource gaps
    * Technology constraints
    * Financial constraints
    * Market access
    * Information technology

    7-7
    Collaborations in open-source software
    * IBM and Sun aggressive supporters of
    Linux open-source software
    * Technology sharing and partnerships
    * Rebuilding the technology
    “ecosystem”
    * Reducing dependence on Microsoft

    7-8
    Airline Alliances
    * Major global alliances
    * Oneworld
    * Skyteam
    * Star Alliance
    * Contain 18 of the world’s largest airline
    * Account for 60% of total world airline
    capacity
    * But a history of alliance failures and
    desertions

    7-9
    The rationale for interorganizational relationships (2)

    * Evaluating the potential for


    collaboration
    * What is the strategy?
    * The costs of collaboration
    * Is relationship strategy essential?
    * Are good candidates available?
    * Do relationships fit our culture?

    7-10
    Mapping the Path to Market Leadership
    Market-Oriented
    Culture and
    Process

    Superior
    Organizational Relationship Customer
    Change Strategies Value
    Proposition

    Positioning
    with Distinctive
    Competencies

    7-11
    Forms of organizational relationships
    Supplier
    relationships

    Internal Firm Lateral


    partnerships partnerships

    Customer
    relationships

    7-12
    Illustrative interorganizational relationships
    Strategic Alliance

    M M M
    Supplier/
    Manufacturer
    Collaboration M JV
    Joint Venture
    W
    Distribution
    Channel
    R Relationship

    EU
    7-13
    Forms of organizational relationships (1)

    * Supplier relationships
    * Strategic suppliers
    * Outsourcing
    * Intermediate customer relationships
    * End-user customer relationships
    * Strategic customers
    * Dominant customers
    * Strategic account management
    7-14
    Forms of organizational relationships (2)

    * Strategic alliances
    * Alliance success
    * Alliance weaknesses
    * Types of alliance
    * Requirements for alliance success
    * Alliance vulnerabilities
    * Joint ventures
    * Internal partnering

    7-15
    CostCo Versus Wal-Mart
    * CostCo has achieved major position in U.S.
    warehouse club business against strong
    competitors
    * Success based on customer choice and
    constant innovation and productivity
    improvement
    * CostCo compensates employees more
    generously than competitors - to motivate
    and retain good workers - they get lower
    staff turnover and higher productivity

    7-16
    Managing interorganizational relationships (1)

    * Objective of the relationship


    * New technologies and competencies
    * Developing new markets and building
    market position
    * Market selectivity
    * Restructuring and cost reduction

    7-17
    Managing interorganizational relationships (2)

    * Relationship management
    * Planning
    * Trust and self-interest
    * Conflicts
    * Leadership structure
    * Flexibility
    * Cultural differences
    * Technology transfer
    * Learning from partner’s strengths
    7-18
    Managing interorganizational relationships (3)

    * Partnering capabilities
    * Control, evaluation and review
    * Exiting from alliance
    * Identify/agree what triggers exit
    * Detail rights of each partner to
    assets/products
    * Design disengagement process
    * Communication plan for all involved
    parties
    7-19
    Managing Interorganizational relationships
    Objective
    of the
    Relationship
    Control and
    Evaluation
    Relationship
    Management
    Managing
    Inter-Organizational Exiting from
    Relationships Alliance
    Partnering
    Capabilities

    7-20
    Global relationships among organizations

    * The Global Integrated Enterprise


    * Inter-nation collaborations
    * The strategic role of government
    * Government interventions
    * Competing with state-owned enterprises
    * Collaborating with state-owned
    enterprises
    * Government regulation

    7-21

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