alliances and network first week of april
DESCRIPTION
Alliances and Network first week of April. M. Tariq Yousafzai. Intro. Partnerships and alliances and supply (chain) networks. Why What When Where In what form. Intro. The content. Part I. Some changes influencing the need of alliances. Internationalization and globalisation - PowerPoint PPT PresentationTRANSCRIPT
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Alliances and Networkfirst week of April
M. Tariq Yousafzai
Partnerships and alliances and supply (chain) networks
WhyWhatWhenWhereIn what form
Intro
The content1. Background and purpose Trends and motives Benefits of alliances
3.Alliances as networks and supply chain Types of networks Network changes Network effects
2.Alliances as dyads Type of alliances Different perspectives Dimensions Changes of alliances
4. Managing alliances as dyads and networks Performance Positioning Development Handling effects
Intro
• Internationalization and globalisation
• International competition
• Outsourcing and reduction in suppliers
• R&D and shorter product life cycles
• Time to market
Some changesinfluencing the need of alliances
Part I
Give me examples of alliances!
Susanne Hertz, SSE,2000
Global logic of alliances
• To compete on the global arena you have to incur fixed costs
• With enough time, money and luck, you can do everything yourself. But who has enough?
• Having control does not necessarily mean better management
K. Omae, HBR, March-April,1989
Basic motives of alliances
• Transaction costs - bargaining
• Enhance competitive positioning and market power
• Quest for organisational knowledge and learning
Gulati, 1998
Part I
Classification of alliances
1. Degree of commitment and integrationlow, medium, high
2. Function basedi.e. product development, distribution, production, purchasing
3. Formal- informal
4.Symmetry-assymmetry ( including the power issue)
5. Type of actors involved (competitors,buyer-seller, distributors )
6. Geographical spread ( local, national, regional, global)
Part I
Alliancessimplication
• Firm - Firm
• Net - Firm
• Net -Net
Hertz, 2000
Alliances as dyads
Alliance definition
”A long term relationship where participants cooperate and
willingly modify their business practices
to improve joint performance”
Whipple and Frankel, JSCM, Summer 2000
What is an alliance/partnership?Based how it is mostly used in literature
Transaction
Partnership
Strategic. Alliance include. J/V and part-
ownership
Degree of commitment
Part II
Relationships
alliance
Relationships/ alliances
Degree of commitment
Economic exchangeFrequency of exchange
Type of interactionAdaptation
Trust
Part II
Alliances from different perspectives
• Supply Chain Management • Industrial Marketing• Purchasing• Marketing
• Service marketing • Relationship marketing • Social networks• Organisational and management literature
Supply chain networkconsisting of a a number of relationships
Single relationship
Part II
Focal firmDownstreamUpstream
Interacting dimensions of relationship
LegalSocial
TechnicalEconomic
Physical
Communication/IT
Part II
Knowledge
Relationship life cycle
Pre-relationshipor awareness stage
closer cooperationexpansion
Formation
Enlargement/Commitmentstable stageInstitutionalization
Prerelationshipstage
Disintegrationdissatisfaction
DissolutionTermination
dissolutiontermination?
Formation
How?
Revival
Part II
Individual alliances will not easily break- Why?
• Investments
• Costs of breaking
• Trust
• Knowledge
• This creates inertia
Global logic of alliances(K. Omae)
• Nine times out of ten you will want to stay in the alliance if you can
• The way to wreck an alliance is to become a check casher, a coupon clipper
Part II
When and why to switch
• Marketing forces
• Internal conflicts
• Acquisitions and mergers
• New opportunities
Part II
Different roads to dissolution
• Who is breaking
• Direct or indirect
• Dissolution quality ( intracomp. exit, aftermath)
• Task related, actor related or network related
Gradual way - the most common wayThree different ways
• relationship of lower importance - less volumes• break but stay in the supply chain• break but stay in the firm network• leave the network
Part II
Alliances as networks
Definition of a network
• A network is a set of connected exchange relations between actors.
• Exchange relations are defined as connected if exchange in one of relation is contingent upon exchange in other relations
Part III
Firm network
The firm
Part III
Relationships and supply chain networksimplified
A B
CustomersC1= consumer
C2= org. customer
Distributoror agentD=distributor
A= agent
PartnersP= partner
Supplier 1 tierS1=supplier 1tier
Supplier 2 tierS2= supplier 2 tier
Other suppliersS3= Other supplier
C1C1 C1 C2
DD
DA
DP
P
S1 S1S1
S2S2 S3
S3
C1C1 C1
C2C2
D DA
P
S1S1
S1
S2 S2
S2
S3 S3
What could this alliance mean to downstream and upstream partners?
Supply chain network change patterns
• Supply chain network formation/ joining• Supply chain development include closer
cooperation and enlargement
• Supply chain closing up
• Supply chain splitting- leaving
• Supply chains drifting closer/away
Part III
Joining of networks
Closing up
Horizontal and vertical alliance networks
Horizontal networkTransport firms representing each other in different countries
Vertical networksinclude customers and suppliers
Alliance network developmenta study from J. Ludvigsen, 2001 doctoral dissertation
• E1 a network formed of transport alliances • To meet European transport MNEs• In order to reach operational and strategic fit• Developing from smaller networks to a joint
network• Development from close cooperation to closing up• Solving crises together cause of higher integration• Institutionalisation in EEIG common grouping
Overlap or complementarity?in alliances of supply chain networks
Geographicalcoverage
Type of products/services
Fully complementary
Full overlapComplementary/overlap
Same
Different
SameDifferent
Overlap/ complementary
What?
Network effects
• Externalisation effects (ex.telecom)
• Forrester or bullwhip effects amplication
of demand changes ( dynamic performance -info and physical systems -
small disurbance large effects
• Domino effects
Part III
Overlapping supply chainsand firm networks
Firms are part of several supply chains
Movement between supply chains in firm network
Once you are in, you have a bigger chance
Overlapping supply chain networks
a) increaseb) decrease
a) Decreaseb) increase
Supply chain network 1
Supply chain network 2
a) Decreaseb) increase
Effects of overlap
Domino effects
C1B1
AB2
C2
D2
E2
A radical break
often a result of strategic changeat network level
Exemple of strategic changestrategic alliances, mergers and acquisitions
Customers Network processes
Internal developm. focal alliance
Hertz& MattssonSJM 2006
Competitor alliance processes
Relationship processesCustomer- focal firm
Processesbreaking/dissolvingrelationships
Dynamics of alliances and market restructuring
Management of alliances as dyads and networks
Management of alliances
• Performance
• Development
• Positioning
• Handling effects
Part VI
Problems to be handled
• Missions and domains
• Job division
• Expectations
• Cultural differences
• Power distribution
Part IV
( Ludvigssen, 2001 ” The international networking between European Logistics Operators” Doct dissertation, SSE
Performance
Cultural fit?• Main stream culture
• Organisational culture
• Managerial style• ( autocratic,democratic
• Individualistic-collectivistic
• Trust)
Performance
From management to leadership
FinancingProjectsMeasurementScienceToolsConsulting
etc
CommunicationCommitmentBehaviorsCreativityOvercoming resistanceSelf leadership
etc
Part IV Performance
Dissatisfied? Intra-alliance fit?
Inhibitors Stimulators• Disparate benefit of
alliances
• Lack of willingness to accept unpopular decisions
• Lack of propensity to reach consensus
• Lack of willingness to contribute to resources and alliance missions
• Types of tasks performed in concert
• Relational bonds and functional co-dependency
• High level of mutual control due to standardisation
• Trust and commitment to alliance welfare
Ludvigsen, 2001
Inter- alliance fit?Before forming alliance?
• Degree of overlap or complementarity?• Corporate cultural differences and management
practices?• Power balance?• Differences in strategic interests?• Development - speed and direction?• Access to network partners?• Effects and costs of a change?
Part IV performance
Different types of strategiesdyads and / networks
• Dyad - establish, develop, break or switch
• Supply chain network - changing your position• Increasing/ decreasing integration• Conflict/ cooperation- group work• Changing direct and indirect relationship • Leave/ enter
• Industry network• Overlapping/ complementary• Moving in or out or supply chains
Making use of relationship lifecycle pattern
Positioning ?
• Your firm´s position in the alliance- Related to actors-resources and activities
• Your position in the network -horizontal or vertical (supply chain network)
• Your network in comparison to others
Handling the effects?
• How to prepare for the domino effects?• Where can we expect large acquisitions or mergers
• How would such an alliances influence us? Directly -indirectly?
• What can we do to prepare? Alternative solutions?
• How to make use of the externalisation effects?
• Extension of the number of actors in the network
• Interaction between actors
Category of alliances?Prerequisites?
Success factors expressed as ”8 i´s for successful alliances”
• Individual excellence
• Importance
• Interdependence
• Investment
• Information
• Integration
• Institutionalisation
• Integretity
(Rosabeth Moss-Kanter” Collaborative advantage- The art of alliances HBR 2:4 July Aug 1994)
Part VI
What have you learnt?
When and why do you need alliances?
Alliances of different types?
How do partnerships or alliances change?
Network of relationships - a supply chain network
Strategies for alliances
The industry networks and alliances dynamics
Management and implicationsNewKnowledge?
The ASG- Danzas caseQuestions
• What are the main objectives of the alliance• What were the strengths and weaknesses
before when forming the alliance ?• How have these strength and weaknesses
changed?• How would you as a new CEO cope with
the situation? What different problems have you solved with your suggested solutions?