國(guó)際企業(yè)的戰(zhàn)略管理(編輯修改稿)
2025-03-18 10:41 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 nt Inbound logistics Services Marketing Sales outbound logistics operations Firm Infrastructure HR Management Technology Development Procurement Margin Cooperative agreements among petitors from different countries Range from formal joint ventures (FujiXerox) to particular task (such as developing a new product) 優(yōu)缺點(diǎn) Advantages Facilitate entry into a foreign country (MotorolaToshiba, 1980s) Allow sharing of fixed costs of new products/processes (Boeing and its suppliers) Bring together plementary skills and assets that can not easily be developed independently (ThomsonJVC) Help establish industry standards in technology (PhilipsMatsushita) Reduce operating costs, ., shared training, purchasing, procurement, etc. (KLMCZ) 優(yōu)缺點(diǎn) Disadvantages Give petitors new technology / markets at low cost Disproportional benefit accrual to partners 合作伙伴 A suitable partner Helps achieve strategic goals。 brings needed, valuable capabilities Shares the firm’s vision for the alliance’s purpose Is not likely to exploit the alliance to its own endsfair play To select a partner Do thorough background check from public sources Collect information from third parties who have personal experience with the likely partner(s) Spend a lot of facetoface time with likely partner(s) 國(guó)際戰(zhàn)略聯(lián)盟 合作框架 Protect technology/knowhow that is not intended to be transferred (Boeing 767) Draw a solid contract with safeguards against opportunism (TRWJapanese auto ponents suppliers) Achieve equitable gain through agreed swaps of technology the other wants (licensing) Seek creditable, clearly articulated mitment to partner “behavior” apriori 國(guó)際戰(zhàn)略聯(lián)盟 協(xié)調(diào)管理 Show sensitivity to cultural differences that explain different managerial styles Build trust (MazdaFord) Set u
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