Partnerships for profit structuring and managing strategic alliances Jordan D. Lewis.

Por:

Lewis, Jordan D

Detalles de publicación: New York Free Press London Collier Macmillan c1990.Descripción: xiv. 336 pISBN:

0029190509

Tema(s):

Clasificación CDD:

658/.044 20

Clasificación LoC:

HD62.47 .L48 1990

Existencias
Imagen de cubierta	Tipo de ítem	Biblioteca actual	Biblioteca de origen	Colección	Ubicación en estantería	Signatura topográfica	Materiales especificados	Info Vol	URL	Copia número	Estado	Notas	Fecha de vencimiento	Código de barras	Reserva de ítems	Prioridad de la cola de reserva de ejemplar	Reservas para cursos
	Libro	Biblioteca de Mayagüez Colección General mb				HD 62.47 .L48 1990 (Navegar estantería(Abre debajo))					Disponible			50000002036837

Total de reservas: 0

Descripciones mejoradas de Syndetics:

The text provides the first full-scale analysis of the burgeoning joint venture phenomenon. In the last two decades, throughout the world, companies have turned to co-ordinating their efforts, resources and expertise to gain access to new technologies and new markets. For the first time, Partnerships for Profit provides the practical guidelines for designing and implementing successful alliances. Building on the experiences, from the late sixties to the present, of numerous American, Asian, and European firms, Lewis prescribes the steps to take and pitfalls to avoid in structuring and managing a strategic alliance, and he highlights the basic ingredients that - regardless of nationality, industry, or purpose - successful alliances require in order to succeed.

Includes bibliographical references (p. 255-324).

Tabla de contenidos provista por Syndetics

Preface(p. xi)
An Introduction to Strategic Alliances(p. 1)
1 A New Strategic Framework
1. Why Alliances Have Become So Important(p. 9)
Cooperation Is Growing--and Here to Stay(p. 9)
Cooperation Is Changing the Business World(p. 13)
2. Employing Strategic Alliances(p. 15)
When to Use Alliances(p. 16)
How Cooperation Affects Strategic Thinking(p. 20)
Including Alliances in Your Plans(p. 27)
3. Cooperating for Competitive Advantage(p. 29)
Ways to Add Product Value(p. 29)
Improved Market Access(p. 36)
Strengthening Operations(p. 40)
How to Add Technological Strength(p. 42)
Enhancing Strategic Growth(p. 44)
Organizational Reinforcement(p. 46)
Building Financial Strength(p. 47)
Look for Wider Synergies(p. 48)
4. Protecting Each Firm's Interests(p. 50)
The Path to More Independence(p. 51)
Protect Key Product Values(p. 54)
Secure Essential Access Strengths(p. 54)
Hold on to Vital Operating Abilities(p. 55)
Safeguard Critical Technology(p. 58)
Preserve Growth Options(p. 61)
Maintain a Strong Organization(p. 62)
Sustain Financial Strengths(p. 65)
Plan for Unreliable Relationships(p. 66)
The Pros and Cons of Exclusivity(p. 67)
5. Cooperating with a Competitor(p. 70)
Look for Clear Mutual Benefits(p. 70)
Separate Rivalry from Cooperation(p. 72)
6. Using Alliances to Build Market Power(p. 76)
Reinforcing Key Partners(p. 76)
Building Strength Through Strategic Networks(p. 80)
Using Alliances to Inhibit Opponents(p. 86)
2 Kinds of Alliances
7. Working with Informal and Contractual Alliances(p. 91)
When to Use Contractual Alliances(p. 92)
Alliance Design(p. 93)
Alliance Organization(p. 100)
Managing Contractual Alliances(p. 103)
Why Relationships Are So Important(p. 108)
8. Using Minority Investment Alliances(p. 109)
How Minority Investments Build Commitment(p. 110)
Conditions for Minority Investments(p. 114)
Making Commitments(p. 115)
Make It Work Like an Alliance(p. 120)
Follow the Principle of Shared Opportunism(p. 121)
Conducting the Alliance(p. 122)
9. Making Joint Venture Commitments(p. 128)
Defining a Joint Venture(p. 129)
Allocating Ownership and Governance(p. 132)
Committing Resources(p. 137)
Planning Parent Benefits(p. 138)
Allowing for Termination(p. 142)
10. Organizing and Operating Joint Ventures(p. 144)
Planning Startup Joint Ventures(p. 145)
Designing Buy-in Joint Ventures(p. 146)
Launching Joint Venture Mergers(p. 148)
Preparing for Independence(p. 153)
Providing Parent Support(p. 155)
Integrating a Joint Venture(p. 157)
Multiple-Parent Ventures(p. 159)
11. Governing Joint Ventures(p. 161)
Building an Effective Board(p. 162)
Filling Management Positions(p. 165)
Information for Venture Control(p. 168)
Governing Lead Parent Joint Ventures(p. 169)
12. Governing 50-50 Joint Ventures(p. 173)
When Equality Is a Source of Strength(p. 174)
Building a High-Performance Board(p. 176)
How an Executive Committee Improves Performance(p. 180)
The Critical Job of Lead Representatives(p. 183)
The Chief Executive's Role(p. 185)
Three Ways to Build Relationships(p. 187)
Staying Equal in Foreign Markets(p. 189)
13. Alliances with Universities(p. 193)
Connecting with Universities(p. 194)
Understanding Universities' Perspective(p. 197)
Managing University Relations(p. 198)
3 Implementation
14. Scanning for Opportunities(p. 203)
Scanning Is Always Important(p. 203)
Scanning with Known Firms(p. 205)
How to Scan Broadly(p. 206)
Organizing and Managing the Scanning Process(p. 210)
15. Choosing Partners and Building Alliances(p. 215)
Partner Selection Criteria(p. 216)
Finding Strategic Synergy(p. 218)
Will You Be Compatible?(p. 220)
Will Both Firms Be Committed?(p. 222)
New Alliances with Past Partners(p. 224)
Negotiating to Build an Alliance(p. 225)
Picking the Best Structure(p. 231)
16. Developing Effective Relationships(p. 235)
Planning Interfirm Contacts(p. 236)
A Goal: Improve Your Joint Problem-Solving Abilities(p. 239)
A Winning Strategy: Always Be Constructive(p. 241)
Work to Understand a Partner(p. 242)
How to Be Trusted--and When to Trust(p. 247)
Accept Them As Equals and Work on Their Needs(p. 248)
Continuity Is Important(p. 250)
Keep Working on Relationships(p. 251)
17. Working with Other Cultures(p. 253)
Why Culture Is Important(p. 254)
Anticipating Cultural Issues(p. 254)
Designing Alliances to Reduce Cultural Conflict(p. 264)
Developing Cross-Cultural Understandings(p. 267)
Cooperating with Another Culture(p. 273)
18. People and Practices: Getting More Value from Alliances(p. 279)
Delegation Is Essential(p. 280)
Make Internal Cooperation a Strength(p. 281)
Maintain Internal Continuity(p. 282)
Develop a Culture for Cooperation(p. 284)
Overcome Internal Resistance(p. 286)
Emphasize Organizational Learning(p. 289)
Choosing People to Build Alliances(p. 291)
The Emerging Corporation(p. 293)
Notes(p. 295)
A Note of Thanks(p. 325)
Index(p. 329)

Extracto provisto por Syndetics

Chapter 1 Why Alliances Have Become So Important Blood ties aren't that important when it's a matter of survival. Japanese observer commenting on Isuzu and Fuji Heavy Industries, which broke a taboo against cooperation between companies in different groups Wherever we look, cooperation is accelerating. Consider the evidence: Between 1979 and 1985 the number of alliances among American, European Community, and Japanese firms grew thirtyfold. In Eastern Europe joint venture startups have been doubling annually. In India, even while the tragic memory of Bhopal was fresh, the government was actively promoting foreign corporate links and forging stronger ties to world science. Two basic forces are behind these striking developments: the rise of technology and the globalization of markets. This new thrust affects all firms, everywhere. The consequences are enormous. Cooperation Is Growing -- and Here to Stay Technology is relentlessly changing our world. In the process it forges new links among us, makes us more alike, and demands more of our resources to keep moving ahead. Expanding Technological Interdependence Technology has become so important to our lives that, for several decades, R&D growth has outpaced economic growth in the major industrial nations. The more we invest in R&D, the more it makes sense to look around to see if someone else might be producing knowledge we can use. This practice has been increasing around the world. Since at least the early 1970s, R&D cooperation between organizations -- businesses, universities, and government labs -- has been steadily rising for major nations. This trend is shown in the following graph, which displays the fraction of the world's science and engineering articles written by researchers from more than one organization. Simply put, joint publications are the fruits of joint research. Clearly, technological cooperation is already a strong and growing force. One remarkable feature of this trend is that, except for the Soviet Union, cooperation in R&D is growing faster than investment in R&D, as shown on the facing page. An expanding share of these nations' R&D efforts is thus going into joint programs. Given the tremendous importance of technology to competitive advantage and economic growth, this is a fundamental change in global business and economics. It is also significant that international cooperation is the fastest growing part of this thrust. This is illustrated on page 12. The world has clearly been shifting to cooperation as a major vehicle for technical progress. Without cooperation -- as the Soviets have apparently learned -- technological advance becomes a less effective, almost brute-force process of spending more and more on R&D, in part to duplicate what others have already done. World Markets Are Integrating Growing technological interdependence is matched and reinforced by rapidly integrating markets. This raises the demand for cooperation even more. Technology advances because new knowledge opens new paths for development, and because users' needs evolve to create new requirements. These complementary forces have increased living standards around the world. And since human needs are similar, markets in different places are becoming more alike. Many consumer goods must be adapted for local tastes. It will probably always be this way. However, consumer needs and incomes are now close enough to justify a global scale in many facets of R&D, and a global or regional scale in manufacturing and distribution. For many industrial goods, which are less sensitive to cultural differences, R&D, manufacturing, marketing, and distribution are already global. Few firms can meet these challenges on their own. The accelerating integration of world markets is evident in the way firms commercialize their technologies. Through the 1970s American firms' standard practice for introducing new products was to market them first at home and later abroad. In many consumer and industrial sectors the time lag has been reversed. Other markets have caught up or moved ahead. Significantly, about 70 percent of U.S. manufacturing is now subject to foreign competition. And despite protectionist pressures, world trade has grown faster than national economies since the 1960s. Global market integration has been supported by giant strides in the technologies of computers, communications, and transportation. The tremendous ease with which information, people, and goods move about has vastly expedited technology transfer. Newly industrialized countries have been quick to move up the learning curve. Korea, for example, has become a power in chemicals, metals, electronics, and other hightech fields. The world is clearly becoming a single market. In the process, the intensity of global competition is growing dramatically, raising the standards for competitive success. Cooperation Is Changing the Business World The powerful currents of technological interdependence and integrating global markets are catalyzing changes in national policies to promote cooperation. Suddenly, Nations Are Changing Their Ways In the brief decade of the 1980s: * British economic blueprints were rewritten to give high priority to technology transfer and cooperative research. * China created its first-ever joint venture laws to bring in needed technology. * The Soviet Union and East European nations launched sweeping policy changes to foster technological cooperation and economic integration with the rest of the world. * The United States changed its antitrust laws to encourage shared R&D, and began more than two dozen university centers for joint research. * Demands for more technological cooperation and a larger scale in the world market brought the European Community close to economic integration. Canada and the United States created their historic free trade agreement for the same reasons. Thailand, Vietnam, and other former adversaries in Southeast Asia launched similar moves. The benefits of cooperation have caused nations to yield their economic independence in favor of global efforts to coordinate exchange rates, set trade and agricultural policies, adapt uniform practices for patents and trade secrets, and develop world telecommunications standards. With their economies sadly trailing the rest of the world, less developed countries have launched an almost desperate effort to lure once-feared multinationals for jobs, investments, and technologies. While developing nations engaged in more than four hundred expropriations of foreign business assets in the 1970s, the number of such acts fell to around twenty during the 1980s. Reflecting on the huge debts piled up by international development borrowing -- with little progress to show -- Francisco Swett, Ecuador's finance minister, notes "we feel it is better to have partners than creditors." The Need to Cooperate Is Joining Old Adversaries In Japan, where everything is group-oriented, it is almost unthinkable for companies in different groups to cooperate. Yet Isuzu and Fuji Heavy Industries broke this taboo because they believed they had little choice. Both needed an American manufacturing presence to stay in business. For similar reasons entrepreneurial software firms Microsoft and Ashton-Tate, long regarded as bastions of independence, joined forces to develop a major new product that would have been hard for either to create alone. Every Firm Is Affected The growing drive to cooperate is not limited to high technology or global firms. For instance, local companies without foreign opponents feel cost and quality pressures from corporate customers that compete in global markets. For them and for other firms the logic of cooperation is hard to miss. Aetna Life and Casualty, for example, formed a joint venture with Voluntary Hospitals of America -- itself an alliance of several hundred hospitals -- to provide cost-limiting group health care plans neither could offer alone. As another example, hamburger chain Wendy's International and ice cream vendor Baskin-Robbins formed an alliance to explore the drawing power of their combined product lines. To do this separately, each would have had to assemble the needed expertise. Copyright © 1990 by Jordan D. Lewis Excerpted from Partnerships for Profit: Structuring and Managing Strategic Alliances by Jordan D. Lewis All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

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