The document compares corporate strategy factors between 1995 and 2008/2017, noting that in 1995 equity alliances were suggested due to high market uncertainty and reciprocal synergies, while in 2008/2017 nonequity alliances such as franchising were recommended due to lower uncertainty and modular or redundant resources. The conclusion is to migrate to nonequity alliances like franchising for corporate strategies.
Original Description:
McDonald’s in India:
Not a Happy Meal
Excel Calculations
The document compares corporate strategy factors between 1995 and 2008/2017, noting that in 1995 equity alliances were suggested due to high market uncertainty and reciprocal synergies, while in 2008/2017 nonequity alliances such as franchising were recommended due to lower uncertainty and modular or redundant resources. The conclusion is to migrate to nonequity alliances like franchising for corporate strategies.
The document compares corporate strategy factors between 1995 and 2008/2017, noting that in 1995 equity alliances were suggested due to high market uncertainty and reciprocal synergies, while in 2008/2017 nonequity alliances such as franchising were recommended due to lower uncertainty and modular or redundant resources. The conclusion is to migrate to nonequity alliances like franchising for corporate strategies.