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1、Chapter 5 Transnational Business StrategySection 1 Strategic Alliance of MNCs,1. ConceptIt is a cooperative relationship that two or more MNCs form in order to attain certain strategic objectives. 两个或两个以上的跨国公司为实现一定 的战略目标而建立的合作关系。,2. Major Features 2.1 Strategic alliances are increasingly between fir
2、ms in industrialized countries. 2.2 The focus is on the creation of new products and technologies rather than the distribution of existing products.,Chapter 3 Transnational Business StrategySection 1 Strategic Alliance of MNCs,2.3 Strategic alliance is a highly flexible cooperative form. 2.4 Strateg
3、ic alliance is a soft competition.,3. Key Motivations that are Driving the Formation of Strategic Alliances 3.1 Technology Exchange difficult to compete effectively on the strength of their own internal R&D efforts. Product life cycle is increasingly short, which increases both the time pressure and
4、 risk exposure. telecommunications, computer and office equipment, electronics, pharmaceuticals and special chemicals,Chapter 3 Transnational Business StrategySection 1 Strategic Alliance of MNCs,3.2 Global CompetitionGlobal competitive battles fight out between teams of players aligned in strategic
5、 partnerships. To level out the global playing field, MNC has to find partners. Strategic alliances allow some smaller partners to compete more effectively against a global common enemy rather than each other.,4. Influence 4.1 Industry Convergence 4.2 Economies of Scale Partners can pool their resou
6、rces together and save the high cost of duplication to further raise the scale economy effects. 4.3 Reduction of Risk None of the participating firms bear the full risk and cost of the joint R&D activity. Attractive risk-hedging mechanism.,Chapter 3 Transnational Business StrategySection 1 Strategic
7、 Alliance of MNCs,5. Risks of Strategic Alliance 5.1 Objective of exploiting its partner company and extracting core competencies A partnership is often motivated by the desire to obtain complementary skills and resources.,Chapter 3 Transnational Business StrategySection 1 Strategic Alliance of MNCs
8、,5.2 Use its influence over the investment and development process to reduce its partners competitiveness One company uses its active investment to erode the others competitive position. Through this tactics, the aggressive company can strip its partner and create one-way dependence on the collaboration.,Chapter 3 Transnational Business StrategySection 1 Strategic Alliance of MNCs,6. Concluding Comments 6.1 Alliance need not be permanent Dissolution of a partnership does not mean failure. 6.2 Flexibility is Key 6.3 Internal Knowledge Network: Basis for Learning,
