SPECIAL STRATEGIES

 Cooperative strategies and alliances

 Mergers and acquisitions
 Integration: vertical/ horizontal/ forward/
backward
 Unbundling and outsourcing
 Going abroad: MULTI-COUNTRY/ GLOBAL
 Emerging industries
 Mature industries
 Stagnant/ Declining industries
 Fragmented industries
 Strategies for runner-up firms
 Turn-around strategies
 Divestment/ Liquidation
 Growth: organic or inorganic?
 New products/ New markets matrix
 Inorganic:
M &A
 Strategic alliances
 Success criteria
 Environmental
 Speed to market
 Rivalry
 Deregulation

 Capability building
 Add core competence
 Cost efficiency
 Learning

 Stakeholder expectations
 Continuing growth
 Ambitious senior management
 Speculative stakeholders
 Financial performance
 Making M & A work:
 Is the effort adding any value? For whom?
 Does the new company get integrated?
 Is it adding to organisational learning?
 Cultural problems – are they a hindrance?
 WHY:
 Minimum size required in market or raw
materials purchase
 Co-specialisation
 Learning
 FORMS OF ALLIANCES:
 JV
 Network – other end
 Franchising
 Co-production
 Clear strategic purpose
 Compatibility
 Clear performance expectations
 Trust
 Suitability

 Acceptability

 Feasibility
 Financial
 Funds flow forecasting – timing of new funding
 Break-even analysis

 Resource deployment
 Resources and competences needed
 Threshold
 Unique resources/core competences
 Scale, quality of resource, timetable for change