Strategic Management
4th Edition
ISBN: 9781259927621
Author: Frank T. Rothaermel The Nancy and Russell McDonough Chair; Professor of Strategy and Sloan Industry Studies Fellow
Publisher: McGraw-Hill Education
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Question
Chapter 9, Problem 3DQ
Summary Introduction
To explain: Why the portfolio approach to alliance would make sense.
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Why does one of the four tasks of multi-alliance management that are necessary for successful alliance portfolio management is Developing and implementing a portfolio strategy for each business unit and a corporate policy for managing all the alliances of the entire company?
Why Coordinating the portfolio to obtain synergies and avoid conflicts among alliances is a tasks of multi-alliance managementthat are necessary for successful alliance portfolio management?
A) Critically discuss the challenges in Joint ventures or strategic alliances which may cause
the partnership to fail.
B) Evaluate the success or failure of the joint venture or strategic alliance case chosen and
enumerate the factors that lead to those outcomes.
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- How a strategic alliance will be managed are concerns by the management. To answer this question, managers should understand the three standard approaches that are often used to jointly manage a strategic alliance and they are the fo EXCEPT Select one: a. Forced agreement b. Shared management agreement C. Assigned arrangement d. delegated arrangementarrow_forwardPlease see attachments. Question Identify and discuss the four (4) categories which strategic alliances can fall into as discussed. Clearly identify a type of alliance, from the discussion for Peter based on the scenario presented with the use of a company locally or regionally to improve his chances of succeeding in the market. The name of the company must be clearly stated. Information from the scenario must be included to support the discussion.arrow_forwardWhy is developing and implementing a portfolio strategy for each business unit and a corporate policy for managing all the alliances of the entire company is a task for a successful alliance portfilio management?arrow_forward
- Discuss some of the challenges that managers must overcome in making strategic alliances successful.What are some strategic alliances with which you are familiar?arrow_forwardMarket Share of Firms in Industry 3 20 5 25 20 Industry 1 Alpha 30 Beta Kappa Delta 80 25 20 2 30 Multiple Choice 10 25 20 vertical merger. conglomerate merger. diagonal merger. 4 20 3 25 horizontal merger. 20 5 The table shows market shares of firms in hypothetical industries. Assume Beta is a key supplier of inputs to Alpha, but otherwise these are distinct industries with no buyer-seller relations or competition among them. A merger between Firm 2 in Alpha and Firm 3 in Beta would be an example of a 0 1 0 10 6 0 1 0 16arrow_forwardDiscuss some of the challenges that managers must overcome in making strategic alliances successful. What are some strategic alliances with which you are familiar? Were they successful or not? Explainarrow_forward
- Having made the decision to form a strategic alliance, the managers must then address several significant issues. Therefore, in the selectio partners, should consider all of the following EXCEPT Select one: O a. Compatibility O b. The relative safeness of the alliance O c. Public-private venture O d. Nature of potential partner's products or servicesarrow_forwardDiscuss the problems inherent in developing a cooperative alliance in order to enhance competitive advantage while incurring the risk of developing a new competitor. How does each advantage in Dunning’s eclectic theory specifically affect a firm’s decision regarding entry mode?arrow_forwardThe Managing Director of B.S. Ltd. A consumer goods manufacturing firm, called an internal meeting of senior managers to discuss issues involved in acquiring SV Ltd. for about Rs. 350 crores. He started the meeting with following observations: ‘After acquiring SV, we will become the second largest consumer goods company in India with Sales of over Rs. 4500 crores. We will have more money for marketing initiatives, product launches and aggressive price-cuts. The key reason behind buying SV is to create shareholder value over and above that of the sum of the two companies. Recent years have been tough for both the companies with strong competition. The merged company hopes to gain a greater market share and achieve greater efficiency.’ Different issues discussed between the managers. Pertinent pointed out critical aspects: Like VP Productions emphasized that production facilities of both the companies need to be synergized. There is also need to close down production facilities of two…arrow_forward
- You are the recently appointed expatriate manager of a subsidiary of a large multi-nationalenterprise, located in a developing country in Africa. Your first project is to re-negotiate acontractual agreement with a longstanding local supplier. However, you have been madeaware that the local supplier is in final discussions with a rival company to gain exclusiveaccess to the same materials, which are essential for your company’s production processand supply chain. Discuss how you would approach the negotiations with the local supplier.In your response, you should describe the five (5) stages of negotiation.arrow_forwardHow would you best describe a situation where Ms. Dalal who is a seller and Ms. Asma (a buyer) both committed their time and money to expand their business and benefit from it on a long- term basis? a. Affiliate selling relationship O b. Transactional relationship O c. Strategic partnership O d. Functional relationshiparrow_forward.Why does Monitoring the alliance portfolio in terms of implementing business unit strategies and corporate strategy and policiesis necessary for successful alliance portfilio management?arrow_forward
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