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CH09_INSTRUCTORMANUAL_HIH9E - Chapter 9 Cooperative...

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Chapter 9: Cooperative Strategy Chapter 9 Cooperative Strategy KNOWLEDGE OBJECTIVES 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. 6. Explain cooperative strategies’ risks. 7. Describe two approaches used to manage cooperative strategies. CHAPTER OUTLINE Opening Case Using Cooperative Strategies at IBM STRATEGIC ALLIANCES AS A PRIMARY TYPE OF COOPERATIVE STRATEGY Three Types of Strategic Alliances Reasons Firms Develop Strategic Alliances BUSINESS-LEVEL COOPERATIVE STRATEGY Complementary Strategic Alliances Strategic Focus How Complementary Alliances are Affected by the Global Economic Downturn Competition Response Strategy Uncertainty Reducing Strategy Competition Reducing Strategy Assessment of Business-Level Cooperative Strategies CORPORATE-LEVEL COOPERATIVE STRATEGY Diversifying Strategic Alliance Synergistic Strategic Alliance Franchising Assessment of Corporate-Level Cooperative Strategies INTERNATIONAL COOPERATIVE STRATEGY NETWORK COOPERATIVE STRATEGY Alliance Network Types COMPETITIVE RISKS WITH COOPERATIVE STRATEGIES MANAGING COOPERATIVE STRATEGIES Strategic Focus Troubles in the Russian Oil Venture, TNK-BP SUMMARY REVIEW QUESTIONS EXPERIENTIAL EXERCISES VIDEO CASE NOTES 9-1
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Chapter 9: Cooperative Strategy LECTURE NOTES Chapter Introduction : This chapter provides students with a slightly different perspective on strategic management. It represents a shift from achieving strategic competitiveness and above-average returns through competitive strategy to achieving them through cooperative strategies—i.e., competitive advantage gained by cooperating with other firms. OPENING CASE Using Cooperative Strategies at IBM IBM is a mega-organization (350,000-plus employees) that designs, manufacturers, sells, and services advanced information technologies such as computer systems, storage systems, software, and microelectronics. The firm’s extensive lineup of products and services is grouped into three core business units—Systems and Financing, Software, and Services. IBM has traditionally utilized three means of growth including internally generated innovation, mergers and acquisitions, and cooperative strategies. IBM has been very successful in cooperating with other firms in leveraging its core competencies to improve its own performance. Through cooperative strategies, IBM is able to directly work with other companies in order to deliver solutions to its growing customer-base.
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