Professional Documents
Culture Documents
Chap007 Strategic Marketing Cravens IUB
Chap007 Strategic Marketing Cravens IUB
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intelligent personal assistant “Siri”
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Oct 30, 2018
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Feb 28, 2016
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5 Reasons Why Foxconn Wants Sharp
1] iPhones
Foxconn already assembles most of Apple Inc.’s iPhones and supplies some components such as metal casings for the devices. It’s
also seeking to supply iPhone screens, as they are the most expensive parts of the devices and provide better profit margins
than assembly work. Sharp is one of Apple’s iPhone screen suppliers.
2] Diversification
Foxconn has been seeking to diversify from contract manufacturing, a low-margin business, into high-end component production.
Sharp’s display technology can help Foxconn make inroads in screen-production and reduce its reliance on contract
manufacturing.
3] Brand
While Foxconn doesn’t make products under its own brand, it has been seeking alternative paths to boost its brand. The Sharp
brand is well-known and could be valuable if Foxconn can stem the company’s losses.
5] History
In 2012, Foxconn Chairman Terry Gou personally invested in one of Sharp’s production facilities in Japan. The plant has since
become profitable, and Foxconn wants closer collaboration.
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Chapter 7
Strategic
Relationships
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic relationships at IBM
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July 6, 2018
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Fast Cash
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Android has been the best-selling OS worldwide on smartphones since 2011 and on
tablets since 2013. As of May 2017, it has over two billion monthly active users, the
largest installed base of any operating system, and as of December 2018, the Google
Play Store features over 2.6 million apps.
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April 30, 2018
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June 17, 2017
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June 15, 2017
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June 16, 2017
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Fiar Trade, Narsingdi, Bangladesh ( June 2017)
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June 20, 2017
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May 30, 2018
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Aug 16, 2018
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Aug 30, 2018
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Sep 11, 2018
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Goals of Strategic Relationships
•Gaining access to markets
•Enhancing value offerings
•Reducing the risk caused by rapid environmental
change
•Sharing complementary skills
•Acquiring new knowledge
•Building sustained close relationship with major
customers
•Obtaining resources beyond those available to a
single company
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Increasingly ,
Business & Marketing strategies
involve
more than
a single organization
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Strategic relationships
End-User
Customers Intermediate
Suppliers
Customers
Strategic Internal
Alliances External Partners
Partners
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Strategic Relationships
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1) The rationale for interorganizational
relationships
Classical relationship between organizations was Tactical or Transactional
Value-enhancing
opportunities
Rationale for
Skills and Environmental
Forming Strategic
resource complexity
gaps Relationships
Competitive
strategy
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The rationale for interorganizational
relationships (1)
* Opportunities to enhance value
* Environmental complexity
* Competitive strategy (Hollow org.)
* Skills and resource gaps
* Technology constraints
* Financial constraints
* Market access
* Information technology
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Collaborations in open-source software
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Airline Alliances
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The rationale for interorganizational
relationships (1)
* Evaluating the potential for
collaboration
* What is the strategy?
* The costs of collaboration
* Is relationship strategy essential?
* Are good candidates available?
* Do relationships fit our culture?
* BT and AT&T Failure
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Mapping the Path to Market
Leadership
Market-Oriented
Culture and
Process
Superior
Organizational Relationship Customer
Change Strategies Value
Proposition
Positioning
with Distinctive
Competencies
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2) Forms of organizational relationships
Supplier
relationships
Customer
relationships
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Illustrative interorganizational
relationships
Strategic Alliance
S\M M M
Supplier/
Manufacturer
Collaboration M JV
Joint Venture
W
Distribution
Channel
R Relationship
EU
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Supplier relationships:
1) Strategic suppliers
2) Outsourcing
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Forms of organizational relationships (2)
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Forms of organizational relationships (2)
* End-user customer relationships
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Forms of organizational relationships (2)
* Strategic customers
* Dominant customers
* Strategic account management (SAM)
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Forms of organizational relationships (2)
* Strategic alliances
* Alliance success
* Alliance weaknesses
* Types of alliance
* Requirements for alliance success
* Alliance vulnerabilities
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Forms of organizational relationships (2)
* Joint venture
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Licensing Deal (Aug 29, 2018)
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Forms of organizational relationships (2)
* Internal partnering
* Business Units
* Functional Departments
* Individual Employees
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CostCo Versus Wal-Mart
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Managing interorganizational
relationships (3)
* Objective of the relationship
* New technologies and competencies
* Developing new markets and building
market position
* Market selectivity
* Restructuring and cost reduction
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Managing interorganizational
relationships (3)
* Relationship management
* Planning
* Trust and self-interest
* Conflicts
* Reputational Risk
* Leadership structure
* Flexibility
* Cultural differences
* Technology transfer
* Learning from partner’s strengths
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Managing interorganizational
relationships (3)
* Partnering capabilities
* Control, evaluation and review
* Exiting from alliance
* Identify/agree what triggers exit
* Detail rights of each partner to
assets/products
* Design disengagement process
* Communication plan for all involved
parties
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Managing Interorganizational relationships
Objective
of the
Relationship
Control and
Evaluation
Relationship
Management
Managing
Inter-Organizational Exiting from
Relationships Alliance
Partnering
Capabilities
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4) Global relationships among organizations
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