1. PowerPoint Presentation by Charlie Cook The University of West Alabama Strategic Management Competitiveness and Globalization: Concepts and Cases Michael A. Hitt R. Duane Ireland Robert E. Hoskisson Seventh edition S TRATEGIC A CTIONS: S TRATEGY F ORMULATION © 2007 Thomson/South-Western. All rights reserved. CHAPTER 5 and 9 Competitive Rivalry, Competitive Dynamics and Cooperative Strategy

2. © 2007 Thomson/South-Western. All rights reserved. 5–2 K NOWLEDGE O BJECTIVES 1.Define competitors, competitive rivalry, competitive behavior, and competitive dynamics. 2.Describe market commonality and resource similarity as the building blocks of a competitor analysis. 3.Explain awareness, motivation, and ability as drivers of competitive behavior. 4.Discuss factors affecting the likelihood a competitor will take competitive actions. 5.Discuss factors affecting the likelihood a competitor will respond to actions taken against it. 6.Explain competitive dynamics in slow-cycle, fast-cycle, and standard-cycle markets. Studying this chapter should provide you with the strategic management knowledge needed to:

3. © 2007 Thomson/South-Western. All rights reserved. 5–3 Definitions CompetitorsCompetitors  Firms operating in the same market, offering similar products and targeting similar customers. Competitive RivalryCompetitive Rivalry  The ongoing set of competitive actions and responses occurring between competitors.  Competitive rivalry influences an individual firm’s ability to gain and sustain competitive advantages.

4. © 2007 Thomson/South-Western. All rights reserved. 5–4 Definitions Competitive BehaviorCompetitive Behavior  The set of competitive actions and competitive responses the firm takes to build or defend its competitive advantages and to improve its market position. Multimarket CompetitionMultimarket Competition  Firms competing against each other in several product or geographic markets. Competitive DynamicsCompetitive Dynamics  The total set of actions and responses taken by all firms competing within a market.

5. © 2007 Thomson/South-Western. All rights reserved. 5–5 Figure 5.1 From Competitors to Competitive Dynamics Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: Toward a theoretical integration, Academy of Management Review, 21: 100–134.

6. © 2007 Thomson/South-Western. All rights reserved. 5–6 Competitive Rivalry’s Effect on Strategy Success of a strategy is determined by:Success of a strategy is determined by:  The firm’s initial competitive actions.  How well it anticipates competitors’ responses to them.  How well the firm anticipates and responds to its competitors’ initial actions. Competitive rivalry:Competitive rivalry:  Affects all types of strategies.  Has the strongest influence on the firm’s business- level strategy or strategies.

7. © 2007 Thomson/South-Western. All rights reserved. 5–7 A Model of Competitive Rivalry Firms are mutually interdependentFirms are mutually interdependent  A firm’s competitive actions have noticeable effects on its competitors.  A firm’s competitive actions elicit competitive responses from its competitors.  Competitors feel each other’s actions and responses. Marketplace success is a function of both individual strategies and the consequences of their use.Marketplace success is a function of both individual strategies and the consequences of their use.

8. © 2007 Thomson/South-Western. All rights reserved. 5–8 FIGURE 5.2 A Model of Competitive Rivalry Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: Toward a theoretical integration, Academy of Management Review, 21: 100–134.

9. © 2007 Thomson/South-Western. All rights reserved. 5–9 Competitor Analysis Competitor analysis is used to help a firm understand its competitors.Competitor analysis is used to help a firm understand its competitors. The firm studies competitors’ future objectives, current strategies, assumptions, and capabilities.The firm studies competitors’ future objectives, current strategies, assumptions, and capabilities. With the analysis, a firm is better able to predict competitors’ behaviors when forming its competitive actions and responses.With the analysis, a firm is better able to predict competitors’ behaviors when forming its competitive actions and responses.

10. © 2007 Thomson/South-Western. All rights reserved. 5–10 Market Commonality Market commonality is concerned with:Market commonality is concerned with:  The number of markets with which a firm and a competitor are jointly involved.  The degree of importance of the individual markets to each competitor. Firms competing against one another in several or many markets engage in multimarket competition.Firms competing against one another in several or many markets engage in multimarket competition.  A firm with greater multimarket contact is less likely to initiate an attack, but more likely to more respond aggressively when attacked.

11. © 2007 Thomson/South-Western. All rights reserved. 5–11 Resource Similarity Resource SimilarityResource Similarity  How comparable the firm’s tangible and intangible resources are to a competitor’s in terms of both types and amounts. Firms with similar types and amounts of resources are likely to:Firms with similar types and amounts of resources are likely to:  Have similar strengths and weaknesses.  Use similar strategies. Assessing resource similarity can be difficult if critical resources are intangible rather than tangible.Assessing resource similarity can be difficult if critical resources are intangible rather than tangible.

12. © 2007 Thomson/South-Western. All rights reserved. 5–12 Competitive Rivalry Competitive ActionCompetitive Action  A strategic or tactical action the firm takes to build or defend its competitive advantages or improve its market position. Competitive ResponseCompetitive Response  A strategic or tactical action the firm takes to counter the effects of a competitor’s competitive action.

13. © 2007 Thomson/South-Western. All rights reserved. 5–13 Strategic and Tactical Actions Strategic Action (or Response)Strategic Action (or Response)  A market-based move that involves a significant commitment of organizational resources and is difficult to implement and reverse. Tactical Action (or Response)Tactical Action (or Response)  A market-based move that is taken to fine-tune a strategy: Usually involves fewer resources.Usually involves fewer resources. Is relatively easy to implement and reverse.Is relatively easy to implement and reverse.

14. © 2007 Thomson/South-Western. All rights reserved. 5–14 Competitive Dynamics versus Rivalry Competitive DynamicsCompetitive Dynamics  Ongoing actions and responses taking place between all firms competing within a market for advantageous positions. Competitive RivalryCompetitive Rivalry  Ongoing actions and responses taking place between an individual firm and its competitors for advantageous market position.

15. © 2007 Thomson/South-Western. All rights reserved. 5–15 FIGURE 5.3 A Framework of Competitor Analysis Source: Adapted from M.-J. Chen, 1996, Competitor analysis and interfirm rivalry: Toward a theoretical integration, Academy of Management Review, 21: 100–134.

16. © 2007 Thomson/South-Western. All rights reserved. 5–16 Drivers of Competitive Behavior Awareness isAwareness is  the extent to which competitors recognize the degree of their mutual interdependence that results from: Market commonalityMarket commonality Resource similarityResource similarity Awareness

17. © 2007 Thomson/South-Western. All rights reserved. 5–17 Drivers of Competitive Behavior (cont’d) Motivation concernsMotivation concerns  the firm’s incentive to take action  or to respond to a competitor’s attack  and relates to perceived gains and losses Awareness Motivation

18. © 2007 Thomson/South-Western. All rights reserved. 5–18 Drivers of Competitive Behavior (cont’d) Ability relates toAbility relates to  each firm’s resources  the flexibility these resources provide Without available resources the firm lacks the ability toWithout available resources the firm lacks the ability to  attack a competitor  respond to the competitor’s actions Awareness Motivation Ability

19. © 2007 Thomson/South-Western. All rights reserved. 5–19 Drivers of Competitive Behavior (cont’d) A firm is more likely to attack the rival with whom it has low market commonality than the one with whom it competes in multiple markets.A firm is more likely to attack the rival with whom it has low market commonality than the one with whom it competes in multiple markets. Given the strong competition under market commonality, it is likely that the attacked firm will respond to its competitor’s action in an effort to protect its position in one or more markets.Given the strong competition under market commonality, it is likely that the attacked firm will respond to its competitor’s action in an effort to protect its position in one or more markets. Awareness Motivation Market Commonality Ability

20. © 2007 Thomson/South-Western. All rights reserved. 5–20 Drivers of Competitive Behavior (cont’d) The greater the resource imbalance between the acting firm and competitors or potential responders, the greater will be the delay in response by the firm with a resource disadvantage.The greater the resource imbalance between the acting firm and competitors or potential responders, the greater will be the delay in response by the firm with a resource disadvantage. When facing competitors with greater resources or more attractive market positions, firms should eventually respond, no matter how challenging the response.When facing competitors with greater resources or more attractive market positions, firms should eventually respond, no matter how challenging the response. Awareness Motivation Resource Dissimilarity Ability Market Commonality

21. © 2007 Thomson/South-Western. All rights reserved. 5–21 Table 5.1 Quality Dimensions of Goods and Services Product Quality Dimensions 1.Performance—Operating characteristics 2.Features—Important special characteristics 3.Flexibility—Meeting operating specifications over some period of time 4.Durability—Amount of use before performance deteriorates 5.Conformance—Match with preestablished standards 6.Serviceability—Ease and speed of repair 7.Aesthetics—How a product looks and feels 8.Perceived quality—Subjective assessment of characteristics (product image) SOURCES: Adapted from J.W. Dean, Jr., & J. R. Evans, 1994, Total Quality: Management, Organization and Society, St. Paul, MN:West Publishing Company; H.V. Roberts & B. F. Sergesketter, 1993, Quality Is Personal, New York:The Free Press; D. Garvin, 1988, Managed Quality: The Strategic and Competitive Edge, New York:The Free Press.

22. © 2007 Thomson/South-Western. All rights reserved. 5–22 Table 5.1 Quality Dimensions of Goods and Services (cont’d) SOURCES: Adapted from J.W. Dean, Jr., & J. R. Evans, 1994, Total Quality: Management, Organization and Society, St. Paul, MN:West Publishing Company; H.V. Roberts & B. F. Sergesketter, 1993, Quality Is Personal, New York:The Free Press; D. Garvin, 1988, Managed Quality: The Strategic and Competitive Edge, New York:The Free Press. Service Quality Dimensions 1.Timeliness—Performed in the promised period of time 2.Courtesy—Performed cheerfully 3.Consistency—Giving all customers similar experiences each time 4.Convenience—Accessibility to customers 5.Completeness—Fully serviced, as required 6.Accuracy—Performed correctly each time

23. © 2007 Thomson/South-Western. All rights reserved. 5–23 Factors Affecting Likelihood of Attack First movers allocate funds for:First movers allocate funds for:  Product innovation and development  Aggressive advertising  Advanced research and development First movers can gain:First movers can gain:  The loyalty of customers who may become committed to the firm’s goods or services.  Market share that can be difficult for competitors to take during future competitive rivalry. First-Mover Incentives First Mover A firm that takes an initial competitive action in order to build or defend its competitive advantages or to improve its market position.

24. © 2007 Thomson/South-Western. All rights reserved. 5–24 Factors Affecting Likelihood of Attack (cont’d) Second mover responds to the first mover’s competitive action, typically through imitation:Second mover responds to the first mover’s competitive action, typically through imitation:  Studies customers’ reactions to product innovations.  Tries to find any mistakes the first mover made, and avoid them.  Can avoid both the mistakes and the huge spending of the first- movers.  May develop more efficient processes and technologies. First Mover Second Mover Incentives

25. © 2007 Thomson/South-Western. All rights reserved. 5–25 Factors Affecting Likelihood of Attack (cont’d) Late mover responds to a competitive action only after considerable time has elapsed.Late mover responds to a competitive action only after considerable time has elapsed. Any success achieved will be slow in coming and much less than that achieved by first and second movers.Any success achieved will be slow in coming and much less than that achieved by first and second movers. Late mover’s competitive action allows it to earn only average returns and delays its understanding of how to create value for customers.Late mover’s competitive action allows it to earn only average returns and delays its understanding of how to create value for customers. First Mover Second Mover Late Mover

26. © 2007 Thomson/South-Western. All rights reserved. 5–26 Factors Affecting Likelihood of Attack (cont’d) Small firms are more likely:Small firms are more likely:  To launch competitive actions.  To be quicker in doing so. Small firms are perceived as:Small firms are perceived as:  Nimble and flexible competitors  Relying on speed and surprise to defend competitive advantages or develop new ones while engaged in competitive rivalry.  Having the flexibility needed to launch a greater variety of competitive actions. First Mover Second Mover Organizational Size- Small Late Mover

27. © 2007 Thomson/South-Western. All rights reserved. 5–27 Factors Affecting Likelihood of Attack (cont’d) Large firms are likely to initiate more competitive actions as well as strategic actions during a given time periodLarge firms are likely to initiate more competitive actions as well as strategic actions during a given time period Large organizations commonly have the slack resources required to launch a larger number of total competitive actionsLarge organizations commonly have the slack resources required to launch a larger number of total competitive actions Think and act big and we’ll get smaller. Think and act small and we’ll get bigger. Herb Kelleher Former CEO, Southwest AirlinesThink and act big and we’ll get smaller. Think and act small and we’ll get bigger. Herb Kelleher Former CEO, Southwest Airlines First Mover Second Mover Organizational Size -Large Late Mover

28. © 2007 Thomson/South-Western. All rights reserved. 5–28 Factors Affecting Likelihood of Attack (cont’d) Quality exists when the firm’s goods or services meet or exceed customers’ expectationsQuality exists when the firm’s goods or services meet or exceed customers’ expectations Product quality dimensions include:Product quality dimensions include: First Mover Second Mover Quality (Product) Late Mover Organizational Size  Performance  Features  Flexibility  Durability  Conformance  Serviceability  Aesthetics  Perceived quality

29. © 2007 Thomson/South-Western. All rights reserved. 5–29 Factors Affecting Likelihood of Attack (cont’d) Service quality dimensions include:Service quality dimensions include:  Timeliness  Courtesy  Consistency  Convenience  Completeness  Accuracy First Mover Second Mover Quality (Service) Late Mover Organizational Size

30. © 2007 Thomson/South-Western. All rights reserved. 5–30 Likelihood of Response Responses to a competitor’s action are taken when the action:Responses to a competitor’s action are taken when the action:  Leads to better use of the competitor’s capabilities to gain or produce stronger competitive advantages or an improvement in its market position.  Damages the firm’s ability to use its capabilities to create or maintain an advantage.  Makes the firm’s market position becomes less defensible.

31. © 2007 Thomson/South-Western. All rights reserved. 5–31 Factors Affecting Likelihood of Response Firms study three other factors to predict how a competitor is likely to respond to competitive actions:Firms study three other factors to predict how a competitor is likely to respond to competitive actions:  Type of competitive action  Reputation  Market dependence

32. © 2007 Thomson/South-Western. All rights reserved. 5–32 Factors Affecting Strategic Response Strategic actions receive strategic responsesStrategic actions receive strategic responses  Strategic actions elicit fewer total competitive responses.  The time needed to implement and assess a strategic action delays competitor’s responses. Tactical responses are taken to counter the effects of tactical actionsTactical responses are taken to counter the effects of tactical actions  A competitor likely will respond quickly to a tactical actions Type of Competitive Action

33. © 2007 Thomson/South-Western. All rights reserved. 5–33 Factors Affecting Strategic Response (cont’d) An actor is the firm taking an action or responseAn actor is the firm taking an action or response Reputation is the positive or negative attribute ascribed by one rival to another based on past competitive behavior.Reputation is the positive or negative attribute ascribed by one rival to another based on past competitive behavior. The firm studies responses that a competitor has taken previously when attacked to predict likely responses.The firm studies responses that a competitor has taken previously when attacked to predict likely responses. Type of Competitive Action Actor’s Reputation

34. © 2007 Thomson/South-Western. All rights reserved. 5–34 Factors Affecting Strategic Response (cont’d) Market dependence is the extent to which a firm’s revenues or profits are derived from a particular market.Market dependence is the extent to which a firm’s revenues or profits are derived from a particular market. In general, firms can predict that competitors with high market dependence are likely to respond strongly to attacks threatening their market position.In general, firms can predict that competitors with high market dependence are likely to respond strongly to attacks threatening their market position. Type of Competitive Action Actor’s Reputation Dependence on the market

35. © 2007 Thomson/South-Western. All rights reserved. 5–35 Competitive Dynamics versus Rivalry (cont’d) Competitive Rivalry (Individual firms)Competitive Rivalry (Individual firms)  Market commonality and resource similarity  Awareness, motivation and ability  First mover incentives, size and quality Competitive Dynamics (All firms)Competitive Dynamics (All firms)  Market speed (slow- cycle, fast-cycle, and standard-cycle  Effects of market speed on actions and responses of all competitors in the market

36. © 2007 Thomson/South-Western. All rights reserved. 5–36 Competitive Dynamics Competitive advantages are shielded from imitation for long periods of time and imitation is costly.Competitive advantages are shielded from imitation for long periods of time and imitation is costly. Competitive advantages are sustainable in slow-cycle markets.Competitive advantages are sustainable in slow-cycle markets. All firms concentrate on competitive actions and responses to protect, maintain and extend proprietary competitive advantage.All firms concentrate on competitive actions and responses to protect, maintain and extend proprietary competitive advantage. Slow-Cycle Markets

37. © 2007 Thomson/South-Western. All rights reserved. 5–37 FIGURE 5.4 Gradual Erosion of a Sustained Competitive Advantage SOURCE: Adapted from I. C. MacMillan, 1988, Controlling competitive dynamics by taking strategic initiative, Academy of Management Executive, 11(2): 111–118.

38. © 2007 Thomson/South-Western. All rights reserved. 5–38 Competitive Dynamics (cont’d) The firm’s competitive advantages aren’t shielded from imitation.The firm’s competitive advantages aren’t shielded from imitation. Imitation happens quickly and somewhat expensivelyImitation happens quickly and somewhat expensively Competitive advantages aren’t sustainable.Competitive advantages aren’t sustainable.  Competitors use reverse engineering to quickly imitate or improve on the firm’s products Non-proprietary technology is diffused rapidlyNon-proprietary technology is diffused rapidly Slow-Cycle Markets Fast-Cycle Markets

39. © 2007 Thomson/South-Western. All rights reserved. 5–39 FIGURE 5.5 Developing Temporary Advantages to Create Sustained Advantage Source: Adapted from I. C. MacMillan, 1988, Controlling competitive dynamics by taking strategic initiative, Academy of Management Executive, 11(2): 111–118.

40. © 2007 Thomson/South-Western. All rights reserved. 5–40 Competitive Dynamics (cont’d) Moderate cost of imitation may shield competitive advantages.Moderate cost of imitation may shield competitive advantages. Competitive advantages are partially sustainable if their quality is continuously upgraded.Competitive advantages are partially sustainable if their quality is continuously upgraded. FirmsFirms  Seek large market shares  Gain customer loyalty through brand names  Carefully control operations Slow-Cycle Markets Fast-Cycle Markets Standard-Cycle Markets

41. © 2007 Thomson/South-Western. All rights reserved. 9–41 K NOWLEDGE O BJECTIVES 1.Define cooperative strategies and explain why firms use them. 2.Define and discuss three types of strategic alliances. 3.Name the business-level cooperative strategies and describe their use. 4.Discuss the use of corporate-level cooperative strategies in diversified firms. 5.Understand the importance of cross-border strategic alliances as an international cooperative strategy. Studying this chapter should provide you with the strategic management knowledge needed to:

42. © 2007 Thomson/South-Western. All rights reserved. 9–42 K NOWLEDGE O BJECTIVES (cont’d) 6.Explain cooperative strategies’ risks. 7.Describe two approaches used to manage cooperative strategies. Studying this chapter should provide you with the strategic management knowledge needed to:

43. © 2007 Thomson/South-Western. All rights reserved. 9–43 Cooperative Strategy Cooperative StrategyCooperative Strategy  A strategy in which firms work together to achieve a shared objective. Cooperating with other firms is a strategy that:Cooperating with other firms is a strategy that:  Creates value for a customer.  Exceeds the cost of constructing customer value in other ways.  Establishes a favorable position relative to competitors.

44. © 2007 Thomson/South-Western. All rights reserved. 9–44 Strategic Alliance CombinedResourcesCapabilities Core Competencies ResourcesCapabilities ResourcesCapabilities Firm A Firm B Mutual interests in designing, manufacturing, or distributing goods or services

45. © 2007 Thomson/South-Western. All rights reserved. 9–45 Strategic Alliance A primary type of cooperative strategy in which firms combine some of their resources and capabilities to create a mutual competitive advantage.A primary type of cooperative strategy in which firms combine some of their resources and capabilities to create a mutual competitive advantage.  Involves the exchange and sharing of resources and capabilities to co-develop or distribute goods and services.  Requires cooperative behavior from all partners.  Eg. Fujitsu w/ many companies  KLM w/ Nortwest  Ric w/ Trinity Rep and others

46. © 2007 Thomson/South-Western. All rights reserved. 9–46 Strategic Alliance Behaviors Examples of cooperative behavior known to contribute to alliance success:Examples of cooperative behavior known to contribute to alliance success:  Actively solving problems.  Being trustworthy.  Consistently pursuing ways to combine partners’ resources and capabilities to create value. Collaborative (Relational) AdvantageCollaborative (Relational) Advantage  A competitive advantage developed through a cooperative strategy.

47. © 2007 Thomson/South-Western. All rights reserved. 9–47 Three Types of Strategic Alliances Joint VentureJoint Venture  Two or more firms create a legally independent company by sharing some of their resources and capabilities. i.e. Tung and T.H Group:cement Equity Strategic AllianceEquity Strategic Alliance  Partners who own different percentages of equity in a separate company they have formed. Citi w/ SPDP for the credit card market in China Nonequity Strategic AllianceNonequity Strategic Alliance  Two or more firms develop a contractual relationship to share some of their unique resources and capabilities. Less formal, lower commitment; most wide spread. i.e. Outsourcing, long term contracts

48. © 2007 Thomson/South-Western. All rights reserved. 9–48 Table 9.1 Reasons for Strategic Alliances by Market Type MarketReason Slow-Cycle Gain access to a restricted market Establish a franchise in a new market Maintain market stability (e.g., establishing standards) i.e. 3 steel firms w/ foreign partners Fast-Cycle Speed up development of new goods or services Speed up new market entry Maintain market leadership Form an industry technology standard Share risky R&D expenses Overcome uncertainty i.e. IT firms Standard-Cycle Gain market power (reduce industry overcapacity) Gain access to complementary resources Establish better economies of scale Overcome trade barriers Meet competitive challenges from other competitors Pool resources for very large capital projects Learn new business techniques i.e. airline firms buying fleets together

49. © 2007 Thomson/South-Western. All rights reserved. 9–49 Business-Level Cooperative Strategies Combine partner firms’ assets in complementary ways to create new value.Combine partner firms’ assets in complementary ways to create new value. Include distribution, supplier or outsourcing alliances where firms rely on upstream or downstream partners to build competitive advantage.Include distribution, supplier or outsourcing alliances where firms rely on upstream or downstream partners to build competitive advantage. ComplementaryAlliances

50. © 2007 Thomson/South-Western. All rights reserved. 9–50 Complementary Strategic Alliances Vertical Complementary Strategic AllianceVertical Complementary Strategic Alliance  Formed between firms that agree to use their skills and capabilities in different stages of the value chain to create value for both firms. Outsourcing is one example of this type of alliance.Outsourcing is one example of this type of alliance. i.e. computer companies manufacturing alliances w/ Taiwanese firmsi.e. computer companies manufacturing alliances w/ Taiwanese firms Horizontal Complementary Strategic AllianceHorizontal Complementary Strategic Alliance  Formed when partners who agree to combine their resources and skills to create value in the same stage of the value chain. Focus is on long-term product development and distribution opportunities.Focus is on long-term product development and distribution opportunities. The partners may become competitors which requires a great deal of trust between the partners.The partners may become competitors which requires a great deal of trust between the partners. IBM w/ Dell (parts and Tech. deal)IBM w/ Dell (parts and Tech. deal)

51. © 2007 Thomson/South-Western. All rights reserved. 9–51 FIGURE 9.2 Vertical and Horizontal Complementary Strategic Alliances

52. © 2007 Thomson/South-Western. All rights reserved. 9–52 Competition Response Strategy Occur when firms join forces to respond to a strategic action of another competitor.Occur when firms join forces to respond to a strategic action of another competitor. Because they can be difficult to reverse and expensive to operate, strategic alliances are primarily formed to respond to strategic rather than tactical actions.Because they can be difficult to reverse and expensive to operate, strategic alliances are primarily formed to respond to strategic rather than tactical actions. i.e. France Telecom& Microsoft wi-fi vs. BT’s Bluetoothi.e. France Telecom& Microsoft wi-fi vs. BT’s Bluetooth ComplementaryAlliances Competition Response Alliances

53. © 2007 Thomson/South-Western. All rights reserved. 9–53 Uncertainty-Reducing Strategy Are used to hedge against risk and uncertainty.Are used to hedge against risk and uncertainty. These alliances are most noticed in fast-cycle marketsThese alliances are most noticed in fast-cycle markets An alliance may be formed to reduce the uncertainty associated with developing new product or technology standards.An alliance may be formed to reduce the uncertainty associated with developing new product or technology standards. i.e. Development of HDTV standarti.e. Development of HDTV standart ComplementaryAlliances Competition Response Alliances Uncertainty Reducing Alliances

54. © 2007 Thomson/South-Western. All rights reserved. 9–54 Competition-Reducing Strategy Created to avoid destructive or excessive competitionCreated to avoid destructive or excessive competition Explicit collusion: when firms directly negotiate production output and pricing agreements in order to reduce competition (illegal). OPEC, Insurance Companies, IVY LeagueExplicit collusion: when firms directly negotiate production output and pricing agreements in order to reduce competition (illegal). OPEC, Insurance Companies, IVY League Tacit collusion: when firms in an industry indirectly coordinate their production and pricing decisions by observing other firm’s actions and responses. Beer firms, automakersTacit collusion: when firms in an industry indirectly coordinate their production and pricing decisions by observing other firm’s actions and responses. Beer firms, automakers ComplementaryAlliances Competition Response Alliances Uncertainty Reducing Alliances Competition Reducing Alliances

55. © 2007 Thomson/South-Western. All rights reserved. 9–55 Assessment of Cooperative Strategies Complementary business-level strategic alliances, especially the vertical ones, have the greatest probability of creating a sustainable competitive advantage.Complementary business-level strategic alliances, especially the vertical ones, have the greatest probability of creating a sustainable competitive advantage. Horizontal complementary alliances are sometimes difficult to maintain because they are often between rival competitors.Horizontal complementary alliances are sometimes difficult to maintain because they are often between rival competitors. Competitive advantages gained from competition and uncertainty reducing strategies tend to be temporary.Competitive advantages gained from competition and uncertainty reducing strategies tend to be temporary.

56. © 2007 Thomson/South-Western. All rights reserved. 9–56 Corporate-Level Cooperative Strategy Corporate-level StrategiesCorporate-level Strategies  Help the firm diversify in terms of: Products offered to the marketProducts offered to the market The markets it servesThe markets it serves  Require fewer resource commitments.  Permit greater flexibility in terms of efforts to diversify partners’ operations.

57. © 2007 Thomson/South-Western. All rights reserved. 9–57 Diversifying Strategic Alliances Allows a firm to expand into new product or market areas without completing a merger or an acquisition.Allows a firm to expand into new product or market areas without completing a merger or an acquisition. Provides some of the potential synergistic benefits of a merger or acquisition, but with less risk and greater levels of flexibility.Provides some of the potential synergistic benefits of a merger or acquisition, but with less risk and greater levels of flexibility. Permits a “test” of whether a future merger between the partners would benefit both parties.Permits a “test” of whether a future merger between the partners would benefit both parties. Allows JV and then divest strategyAllows JV and then divest strategy i.e. Shell and CNOOC JV in $4 B petrochemicalsi.e. Shell and CNOOC JV in $4 B petrochemicals Diversifying Strategic Alliance

58. © 2007 Thomson/South-Western. All rights reserved. 9–58 Synergistic Strategic Alliances Creates joint economies of scope between two or more firms.Creates joint economies of scope between two or more firms. Creates synergy across multiple functions or multiple businesses between partner firms.Creates synergy across multiple functions or multiple businesses between partner firms. Both firms can diversifyBoth firms can diversify i.e. Jsat JV w/ PanAmSati.e. Jsat JV w/ PanAmSat Diversifying Strategic Alliance Synergistic Strategic Alliance

59. © 2007 Thomson/South-Western. All rights reserved. 9–59 Franchising Spreads risks and uses resources, capabilities, and competencies without merging or acquiring another company.Spreads risks and uses resources, capabilities, and competencies without merging or acquiring another company. A contractual relationship (the franchise) is developed between two parties, the franchisee and the franchisor.A contractual relationship (the franchise) is developed between two parties, the franchisee and the franchisor. An alternative to pursuing growth through mergers and acquisitions.An alternative to pursuing growth through mergers and acquisitions. Works best in fragmented industriesWorks best in fragmented industries i.e. retailing, fast food, commercial printing etc.i.e. retailing, fast food, commercial printing etc. Diversifying Strategic Alliance Synergistic Strategic Alliance Franchising

60. © 2007 Thomson/South-Western. All rights reserved. 9–60 Assessment of Corporate-Level Cooperative Strategies Compared to business-level strategiesCompared to business-level strategies  Broader in scope  More complex  More costly Can lead to competitive advantage and value when:Can lead to competitive advantage and value when:  Successful alliance experiences are internalized.  The firm uses such strategies to develop useful knowledge about how to succeed in the future.

61. © 2007 Thomson/South-Western. All rights reserved. 9–61 International Cooperative Strategies Cross-border Strategic AllianceCross-border Strategic Alliance  A strategy in which firms with headquarters in different nations combine their resources and capabilities to create a competitive advantage.  A firm may form cross-border strategic alliances to leverage core competencies that are the foundation of its domestic success to expand into international markets.

62. © 2007 Thomson/South-Western. All rights reserved. 9–62 International Cooperative Strategies (cont’d) Synergistic Strategic AllianceSynergistic Strategic Alliance  Allows risk sharing by reducing financial investment.  Host partner knows local market and customs.  International alliances can be difficult to manage due to differences in management styles, cultures or regulatory constraints.  Must gauge partner’s strategic intent such that the partner does not gain access to important technology and become a competitor.

63. © 2007 Thomson/South-Western. All rights reserved. 9–63 Competitive Risks of Cooperative Strategies Partners may act opportunistically.Partners may act opportunistically. Partners may misrepresent competencies brought to the partnership.Partners may misrepresent competencies brought to the partnership. Partners fail to make committed resources and capabilities available to other partners.Partners fail to make committed resources and capabilities available to other partners. One partner may make investments that are specific to the alliance while its partner does not.One partner may make investments that are specific to the alliance while its partner does not.

64. © 2007 Thomson/South-Western. All rights reserved. 9–64 FIGURE 9.4 Managing Competitive Risks in Cooperative Strategies

65. © 2007 Thomson/South-Western. All rights reserved. 9–65 Managing Cooperative Strategies Cost Minimization Management ApproachCost Minimization Management Approach  Have formal contracts with partners.  Specify how strategy is to be monitored.  Specify how partner behavior is to be controlled.  Set goals that minimize costs and to prevent opportunistic behavior by partners.  Set specific firewalls b/w what is and is not shared.

66. © 2007 Thomson/South-Western. All rights reserved. 9–66 Managing Cooperative Strategies (cont’d) Opportunity Maximization ApproachOpportunity Maximization Approach  Maximize partnership’s value-creation opportunities  Learn from each other  Explore additional marketplace possibilities  Maintain less formal contracts, fewer constraints