tailieunhanh - Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 9 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson

Chapter 9 - Cooperative strategy. The learning objectives for this chapter include: Define cooperative strategies and explain why firms use them, define and discuss three types of strategic alliances, name the business-level cooperative strategies and describe their use, discuss the use of corporate-level cooperative strategies in diversified firms,. | Chapter 9 Cooperative Strategy Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ©2000 South-Western College Publishing 1 Competitiveness Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 Business-Level Strategy Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions & Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure & Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship & Innovation Strategic Inputs Strategic Actions Strategic Outcomes 2 Partnerships between firms are combined to pursue mutual interests to Develop Manufacture Distribute Goods Services Firm A Firm B where their Core Competencies Capabilities Resources Strategic Alliances 5 Example: Dow Corning . | Chapter 9 Cooperative Strategy Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ©2000 South-Western College Publishing 1 Competitiveness Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 Business-Level Strategy Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions & Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure & Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship & Innovation Strategic Inputs Strategic Actions Strategic Outcomes 2 Partnerships between firms are combined to pursue mutual interests to Develop Manufacture Distribute Goods Services Firm A Firm B where their Core Competencies Capabilities Resources Strategic Alliances 5 Example: Dow Corning from Dow Chemical and Corning Inc. Example: Chrysler and Mitsubishi Automotive Example: Chrysler’s supplier network Types of Strategic Alliances Independent firm is created by the joining assets from two other firms where each contributes 50% of the total Joint Venture Partnership where the two partners do not own equal shares Equity Strategic Alliance Contract is given to supply, produce or distribute a firm’s goods or services (without equity sharing) Non-Equity Strategic Alliance 8 Reasons for Alliances by Market Type Slow Cycle Market Gain access to a restricted market Establish franchise in a new market Maintain market stability Standard Cycle Market Gain market power Gain access to complementary resources Overcome trade barriers Meet competitive challenge Pool resources for large projects Learn new business techniques Fast Cycle Market Maintain market leadership Form an industry technology standard Share risky R&D expenses Overcome uncertainty Increase speed of product, service or .

• Quản trị kinh doanh
• Strategic management
• Lecture Strategic management
• Strategic actions
• Strategic competitiveness
• Cooperative strategy
• Strategic alliances
• Ebook Strategic management for travel and tourism
• Strategic management for travel and tourism
• Strategic choices
• Strategic implementation
• Analysis in strategic management
• Strategic alliances in the airline industry
• Strategic leadership
• Analyzing strategic management cases
• Knowledge management
• Competitive advantages
• Strategic management trade offs
• Bài giảng Quản trị chiến lược
• Key terms
• Strategic thinking development progress
• Comprehensive framework
• Stages of strategic management
• Strategic management process
• Sustained competitive advantage
• Internal environment analysis
• Human capital moderate the relationship
• Strategic thinking and strategic human resource management
• Human capital to enhance strategic HRM
• Effectively benefit from strategic thinking
• Significant effect on strategic HRM
• Lecture Management the new competitive landscape
• Management the new competitive landscape
• Technology strategy
• Strategic management model
• Managerial labor markets
• Implementing strategy
• Strategic control
• Corporate governance
• Effective strategic leadership
• Ethical culture
• Learning organization
• Venture creation
• Corporate entrepreneurship
• Lecture Management
• The importance of strategic management
• The strategic management process
• Types of organizational strategies
• Explain why strategic management is important
• Internet strategies
• Competitor analysis
• External environmental analysis
• Business level strategy
• Competitive advantage
• Competitive dynamics
• Competitive rivalry
• Corporate level strategy
• Corporate strategy
• Restructuring strategies
• Effective acquisitions
• International strategy
• International strategy lifecycle
• Managerial Ccontrol
• Organizational structure
• Functional structure
• Internal corporate venturing
• Strategic market management
• Lecture Strategic market management
• Quản lý thị trường chiến lược
• Strategic analysis
• Strategic groups