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Developing collaborative partnership
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Introduction
The intensive competition will lead companies to move in a global direction to increase revenue. However, every company strives to initiate and or create a competitive advantage in regards to their goods and services or whatever the company is offering. Core competencies are what lead companies to form a joint venture, partnerships, alliance, and cooperative strategies. Per (Michael & Hitt, 2017) “because firms reallocated and have similar needs, it’s easier for them to jointly work together, for example, United States alliance between Ford and General Motors in developing upgraded nine and ten-speed transmission.” By combining the companies, it turns out to be a complementary asset and enhances the quality of the products. For
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However, cooperative strategies are used to initiate funding and assets for all involved parties. Furthermore, companies work with strategic alliance to define a specific purpose or goal and to take full opportunity of financial prudence. For example, complementary strengths revolve around a company competitive advantage. The game changer in a joint venture is entering an untapped market. Nevertheless, strategic alliance allows companies access to new markets. Also, joints ventures allow each company the opportunity to market to existing customers or new customers. Joint ventures are vital, it allows each company the opportunity to growth, share profit, shares risk, maximizes project needs, and to rely on each other. Besides, cooperative strategies are a significant part of joint ventures due to it helps each company project an increase in …show more content…
Therefore, making an alliance with other companies usually the result is to achieve goals, objectives, and business growth. Furthermore, this is a great advantage for the companies to differentiate themselves and explore all opportunities. Each company will need to work as a cohesive unit. Ordinarily, the goal of all the companies will be gaining and competitive advantage over their competitors, collaboration, and access to each company resources. The joint venture will benefit each company if all companies are advancing and gaining
A second alternative is a shift in marketing focus towards a new target segment and improved product. A strong and unified market strategy can strengthen synergies through new collaboration. Given the rapid growth, it is essential to reach influential segments that can create a mass appeal over the broader market. Doing so, will also require improving the quality of their product by focusing more on programming and less on hardware sales. A possible benefit would be creating a niche market that enables a rapid brand expansion. On the other hand, a possible drawback would be not being able to handle rapid
How can firms minimize or manage the bumps, hurdles, or conflicts that often occur when firms join together in an alliance or partnership?
Co-Branding;- co-branding is when two companies together, another word two brand becoming partnership of goods and services.(Investopedia.come.2013) the advantages of co-branding companies is to increase sales and cash flow, expanding customers and joined advertising. The potential disadvantages are disagreement on decision making, might fall if the two products have different market and customer trust issues. Co-branding would not work for Holland and Barrette because it might create confusing as they have huge customers and are familiar with brand. The risk going to co-branding is loss of control; lose customers because single advertising might not cover the entire category.
Synergistic gains are generated when there are a bundle of actors that can provide a higher level of value together than otherwise could have been achievable comparing the companies operating on their own (Eun and Resnick, 2007). As Homeplus expanding its business through acquiring its competitor (Homever) and convenience stores (C-Space), there were synergistic gains for Homeplus. The synergistic gains imply advantages such as shared production and product development, and expansion of market presence. Since the acquired firms (Homever and C-Space) share their product categories with Homeplus, there is a gain of larger economies of scale that can lower the production cost for Homeplus. Thus, it can be seen that the integration strategy of Homeplus generates a clear synergy.
Yan, A. and Luo, Y. (2001), International Joint Ventures: Theory and Practice. (New York and London: M.E. Sharpe, Inc.).
Mergers and acquisitions (“M&A”) refer to the consolidation of two companies and occur for a number of reasons, including growth, synergy, market power, sustainable competitive advantage, and diversification. M&As enable organizations to share resources, leverage competencies, gain flexibility and create opportunities that the organization may not otherwise have been able to create. An increase of international mergers and acquisitions seen over the last few years can be attributed to advances in technology, globalization and deregulation. Globalization and increased competition have resulted in organizations expanding their operations to foreign markets (Antila & Kakkonen, 2008). While M&As are widely utilized, many are not successful.
This video provides an overview of product diversification. It explains that there are two types of diversification, which are related diversification and unrelated diversification. In addition, the video informs that diversification often involves merger and acquisition activities. Furthermore, it stresses the importance of keeping diversifications balanced, as in some instances, companies that do not take advantage of diversification, can miss out on some benefits, and/or could experience negative effects. However, on the other hand, the opposite could also occur, because some companies that over-diversify, extend themselves too far and can experience detrimental and disadvantageous effects as well. The key is staying
Competitive advantage is an advantage that a company has over its rivals, permitting it to produce more prominent deals or edges and/or hold a larger number of clients than its rivals. Upper hand results from coordinating the chances to the center abilities. The objective of core competencies is to construct world initiative in configuration and advancement of a specific class of item usefulness. Having focal points and control over core products is critical for a few reasons. A predominant position in core competencies and core products empowers an organization so shape the development of utilizations and end markets.
... to develop comparative advantages and conduct the uneven competition and make a joint effort to accelerate its advancement, and therefore, increase their respective competitiveness on a global scale.
significant activities in the strategic way better than the rivalry firms (Lüsted, 2012). It is
Before the alliance the two firms were in totally different market and they were also in different country but the industry was of same type. Both of the firms were aware about their future plan and lacking.
The topic under review is strategic alliances. This particular form of non-equity alliance between firms in the same industry (competitors) is becoming an increasingly popular way of conducting business in the global environment. Many different reasons of why such alliances are occurring have been recognized. These include: the increasing globalization of the world's economy resulting in intensified global competition, the proliferation and disbursement of technology, and the shortening of product life-cycles. This critique will use Kenichi Ohmae's viewpoint on strategic alliances as a benchmark for comparison. Firstly, a summary of Ohmae's article will be provided. Secondly, in order to critique Ohmae's opinion, it will be necessary to review other literature on the topic. Thirdly, a discussion of the various viewpoints and studies, that have hence arisen, will be discussed in detail. Finally, conclusions will be drawn with implications for companies operating in today's global environment, together with suggestions for future research on strategic alliances.
Competitive advantage is the advantage for the competitors and gained by the offerings from the consumers that have the greater value either by the low prices of the products and by providing the benefits and services to the consumers that denotes the high price. It is a set of the innovative and different features of the company and the products and services sale to the consumers so that company can achieve the targets what they have decided and it is the betterment for the enterprise in the competitive market (Porter, 2011). There are three determinants which can be used in the competitive advantage that what the company produce for their consumers, their target market that what they have to achieved and the competition from the other entity
There are several key factors that are attributed to the success of a firm competing in this industry. Firms must have economies of scope to have to ability to produce products that satisfy a wide range of customer preferences, as well as economies of scale which enables manufactures a low marginal cost when producing their products. Economies of scope and scale are often gained by corporations in this industry through acquisitions of other companies that specialize in different types of products. Firms must also firmly establish their brands, as well as possess the ability to adapt to the ever changing trends in the market (Haider, Global Apparel
Organisational change can arise due to a change in strategy and this begins with examining capabilities and the internal environment. This is portrayed in the Strategy diamond. Firstly through arenas the organisation can plan where they will be active in and which part to place most emphasis on for example technologies or value creation strategies. Only after determining this can they implement a positive change, leading to the next element, vehicles to get them where they need to be such as alliances. This can lead to change in management along with strategic partnerships, and the way managers transition to this change will determine if the strategy impacts on the overall organisation in a way that reinforces its purpose and goals. Partnerships indicate how an organisation can strengthen its capabilities by merging with businesses who possess the skills they lack. (Carpenter et al. 2010)