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(a) Internal (organic) building is not a good decision for both Disney and Pixar because internal resources are not highly relevant to the targeted resources (i.e., low relevancy). (b) Contractual alliance is not a good decision for both Disney and Pixar because the targeted resources are not highly tradable on the market (i.e., low tradability). The current difficulties in renewing their contract in the case illustrates this point. (c) Alliance with equity is not a good decision for both Disney and Pixar because the Pixar and Disney compete directly in production stage currently and will compete directly in marketing and distribution stages in the near future if alliance with equity works well (i.e., high closeness). (d) Acquisition is a natural decision based on the framework due to low relevancy, low tradability, high closeness, and easy integration.

(a) Internal (organic) building is not a good decision for both Disney and Pixar because internal resources are not highly relevant to the targeted resources (i.e., low relevancy). (b) Contractual alliance is not a good decision for both Disney and Pixar because the targeted resources are not highly tradable on the market (i.e., low tradability). The current difficulties in renewing their contract in the case illustrates this point. (c) Alliance with equity is not a good decision for both Disney and Pixar because the Pixar and Disney compete directly in production stage currently and will compete directly in marketing and distribution stages in the near future if alliance with equity works well (i.e., high closeness). (d) Acquisition is a natural decision based on the framework due to low relevancy, low tradability, high closeness, and easy integration.

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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What is the Worst explanation on Disney-Pixar case based on Build-Borrow-or-Buy Framework below? Strategic Resource Gap Low Low High Low Revisit How relevant are internal resources? How tradable How close to your resource partner? How well can you integrate the target firm? build borrow buy options or reformulate strategy Key Question are the targeted resources? High High Low High Strategic Alliance Internal Development Action • Contract • Licensing Acquisition • Equity Alliance • Joint Venture Buy-Borrow or-Build? Build Borrow Buy Contractual Alliance Alliance with Equity (a) Internal (organic) building is not a good decision for both Disney and Pixar because internal resources are not highly relevant to the targeted resources (i.e., low relevancy). (b) Contractual alliance is not a good decision for both Disney and Pixar because the targeted resources are not highly tradable on the market (i.e., low tradability). The current difficulties in renewing their contract in the case illustrates this point. (c) Alliance with equity is not a good decision for both Disney and Pixar because the Pixar and Disney compete directly in production stage currently and will compete directly in marketing and distribution stages in the near future if alliance with equity works well (i.e., high closeness). (d) Acquisition is a natural decision based on the framework due to low relevancy, low tradability, high closeness, and easy integration.
Transcribed Image Text:What is the Worst explanation on Disney-Pixar case based on Build-Borrow-or-Buy Framework below? Strategic Resource Gap Low Low High Low Revisit How relevant are internal resources? How tradable How close to your resource partner? How well can you integrate the target firm? build borrow buy options or reformulate strategy Key Question are the targeted resources? High High Low High Strategic Alliance Internal Development Action • Contract • Licensing Acquisition • Equity Alliance • Joint Venture Buy-Borrow or-Build? Build Borrow Buy Contractual Alliance Alliance with Equity (a) Internal (organic) building is not a good decision for both Disney and Pixar because internal resources are not highly relevant to the targeted resources (i.e., low relevancy). (b) Contractual alliance is not a good decision for both Disney and Pixar because the targeted resources are not highly tradable on the market (i.e., low tradability). The current difficulties in renewing their contract in the case illustrates this point. (c) Alliance with equity is not a good decision for both Disney and Pixar because the Pixar and Disney compete directly in production stage currently and will compete directly in marketing and distribution stages in the near future if alliance with equity works well (i.e., high closeness). (d) Acquisition is a natural decision based on the framework due to low relevancy, low tradability, high closeness, and easy integration.
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