3. 1,With reference to MSU Zim apply the
six markets framework
The “six markets” was developed by Christopher, Payne and Ballantyne as an instrument for
helping managers identify strategically important stakeholders. The Customer Markets are placed
in the center of this model to emphasize the idea that „organizations can only optimize
relationships with customers if they understand and manage relationships with other relevant
stakeholders”[Payne et al., 2005, 859]. The other five markets, described below, have a
supporting role:
· referral markets (satisfied customers that become advocates of the company and
recommend it to other potential customers);
· influence markets (unions, business press, regulatory bodies, financial analysts,
competitors,the government, consumer groups etc.);
· recruitment markets (potential employees and the channels used to access them;
· supplier and alliance markets (suppliers that the company has partnership
relationshipswith, and other organizations with which the company shares capabilities
andknowledge);
· internal markets (the organization and its employees).
5. MSU and six markets model
Customers- always the primary focus ie students
Referral markets
eg.independent financial advisors, satisfied customers students that become
advocates of the company and recommend it to other potential customers
Supplier markets
Win- win sitaution rather than adversarial. suppliers that the university has
partnership relationships with, and other organizations with which the company
shares capabilities and knowledge;
6. Internal markets
Rationale that by treating employees as customers , levels of customer service
and quality can be improved. employees as internal customers
Buy in leads to motivation
Influencer markets :
unions, business press, regulatory bodies, financial analysts, competitors, the
government, consumer groups etc.);
recruitment markets
Potential employees and the channels used to access them ie employment
agency ,other universities
7. 2. Using local and global examples
distinguish a joint venture from a strategic
alliance(20)
Joint venture is a separate business entity, it is an agreement by two or more parties to form a single entity
to undertake a certain project. Each of the businesses has an equity tstake in the individual business and
share revenues, expenses and profits.
“Joint Ventures are agreements between parties or firms for a particular purpose or venture
Participants continue as separate firms
May be organized as partnership, corporation, or any other form of business
Formal long-term contract of 8 to 12 years duration
Examples of JV’s include: Microsoft and NBC (MSNBC); Sony-Ericsson, Nokia Siemens Networks
Strategic alliances are informal or formal decisions or agreements to cooperate in some form of relationship
between two or more firms
Created out of uncertainty and ambiguity in nature of industries
Rapid advances in technology
Globalization of markets
Deregulation
Examples of SA’s include: Oracle and Unisys; Star Alliance in the Airline industry.
8. The Global Airline Industry
Airline industry consolidation of 1990s
From code sharing, joint marketing
activities to combining operations.
Examples of Alliances
Star Alliance
ONE world Alliance
9. Airlines Type of Alliance
United Airlines
Lufthansa
Scandinavian
Thai International
Varig Brazilian
Air Canada
Air New Zealand
Mexicana
Star Alliance: Code sharing, joint
marketing; includes up to 15 partners in
2002
Global Airline Alliances
10. Characteristics of joint ventures
Limited scope and duration
Generally involve only two firms
Involve only small fraction of participants' total activities
Each participant offers something of value
Joint production of single products
No sharing of assets/information beyond venture
Need not affect competitive relationships
11. Characteristics of joint ventures
Limited scope and duration
Generally involve only two firms
Involve only small fraction of participants' total activities
Each participant offers something of value
Joint production of single products
No sharing of assets/information beyond venture
Need not affect competitive relationships
12. Characteristics of joint ventures Characteristics of strategic alliances
Limited scope and duration
Generally involve only two firms
Involve only small fraction of
participants' total activities
Each participant offers
something of value
Joint production of single
products
No sharing of assets/information
beyond venture
Need not affect competitive
relationships
Need not create new entity
Contract need not be specified
Relative size may be highly
unequal
Less clear contributions and
benefits
Difficult to anticipate
consequences
Allow firms to focus on fewer
core competencies
Often small resource
commitments
Limited time duration
13. Characteristics of strategic alliances
Characteristics of strategic alliances
Need not create new entity
Contract need not be specified
Relative size may be highly unequal
Less clear contributions and benefits
Difficult to anticipate consequences
Allow firms to focus on fewer core competencies
Often small resource commitments
Limited time duration
14. Characteristics of strategic alliances
cont
May involve relations with competitors and complementory firms
Synergistic value creation from combining different resources
Learning and internalizing new knowledge and capabilities
Can add more value to partnering firms by creating organizational mechanism that
better aligns decision authority with decision knowledge
Can add value to partnering firms through organizational flexibility
Move to other alliances as attractive possibilities emerge
Access to people who would not work directly for them
15. IBM’s Global Alliances
Early Alliances: Responding to Japan
IBM’s Initiatives During the 1990s: Rebuilding
Competitiveness
16. 3.With reference to the universities in Zimbabwe discuss
ant 5 benefits five risks that can be associated with
strategic alliances(20)
Benefits
Share fixed costs
Bring together skills and assets that neither institution has or can
develop
High cost of technology development shared
Reduce costs through economies of scale or increased knowledge
Increase access to new technology
Inhibit competitors
Enter new markets
Reduce cycle time
Improve research and development efforts
Improve quality
17. Advantages/Benefits
cont
Risk sharing
Each participant diversifies risk
Reduces investment cost of entering risky new research area
Realizes benefits of economies of scale, critical mass, learning curve effects sooner
Knowledge acquisition — learning experience for all partners
Shared technology
Shared managerial skills in organization, planning, and control
Augments financial or technical capabilities
18. Advantages benefits cont
Financing — to raise capital
Share investment expense
Small institutions has product idea but no cash
Joint venture with large company that has cash to develop product
bring together complementary skills and assets that neither partner could
easily develop on its own
Economies of scale.
Risk and cost sharing
19. Risks/Disadvantages:
Competitors institutions get low cost route to technology and markets
Inflexibility
Cultural misalignments
Variations in Market and customer orientation
Co-ordination difficulties due to informal cooperation settings and highly
costly dispute resolution.
High Influence costs because of the absence of a formal hierarchy and
administration within the strategic alliance.
20. Risks cont
Inflexibility problems similar to other long-term contracts
Refusal to share knowledge with counterparts in venture — institutions wants to learn as
much as possible but not to convey too much
Inability of universities to share control or compromise on difficult issues
Implementation requires substantial commitments of managerial resources
alliances do not last as long as planned
About 70% are disbanded before scheduled maturity
On average they do not last as long as one-half the term of years stated in agreement
21. Other Risks cont
Lack of skills and technology swaps with equitable gains
risk of opportunism by a partner
difficult to transfer technology not meant to be transferred
Loss of proprietary information.
Management complexities.
Financial and organizational risks.
Risk becoming depending on a partner.
Partial loss of decision autonomy.
Partners’ cultures may clash.
Loss of organizational flexibility
22. 4.State and outline at least 7 Types of
strategic alliances giving local and
international examples
Joint Ventures
A joint venture is an agreement by two or more parties to form a single entity
to undertake a certain project. Each of the businesses has an equitystake in
the individual business and share revenues, expenses and profits.
“Joint Ventures are agreements between parties or firms for a particular
purpose or venture. Their formation may be very informal, suchas a
handshake and an agreement for two firms to share a booth at a trade show.
Other arrangements can be extremely complex, such asthe consortium of
major U.S. electronics firms to develop new microchips,” says Charles P.
Lickson in A Legal Guide for SmallBusiness.
Joint ventures between small firms are very rare, primarily because of the
required commitment and costs involved
23. There are two types of joint ventures:
Project-based Joint Venture: This type of alliance may commonly be
used on a project by project basis. In other words, the creation of a
separate entity through the alliance of two or more organizations for
the purpose of carrying out a specific project.
Full-blown Joint Venture: This type of alliance requires significant
resource input. It is expected to remain a viable entity for a significant
length of time, certainly spanning multiple projects.
24. Advantages
Advantages
Allows for sharing of risk (both financial and political)
Provides opportunity to learn new environment
Provides opportunity to achieve synergy by combining strengths of
partners
May be the only way to enter market given barriers to entry
25. Disadvantages
Requires more investment than a licensing agreement
Must share rewards as well as risks
Requires strong coordination
Potential for conflict among partners
Partner may become a competitor
26. Outsourcing
The 1980s was the decade where outsourcing really rose to prominence, and
this trend continued throughout the 1990s to today, although to a slightly
lesser extent.
The early forecasts, such as the one from American Journalist Larry Elder,
have been shown to not always be true:
“Outsourcing and globalization of manufacturing allows companies to reduce
costs, benefits consumers with lower cost goods and
services, causes economic expansion that reduces unemployment, and
increases productivity and job creation
27. Outsourcing
Involves farming out value chain activities to outside vendors.
Outsource an activity if it:
Can be performed better or more cheaply by outside specialists.
Is not crucial to achieving sustainable competitive advantage.
Improves organizational flexibility and speeds time to market.
Reduces risks due to new technology and/or buyer preferences.
Assembles diverse kinds of expertise speedily and efficiently.
Allows the firm to concentrate on its core business, leverage key
resources, and do even better what it does best.
28. Disadvantages
Hollowing out resources and capabilities that the firm needs to be a master of
its own destiny.
Loss of control when monitoring, controlling, and coordinating activities of
outside parties by means of contracts and arm’s-length transactions.
Lack of incentives for outside parties to make investments specific to the
needs of the outsourcing firm’s value chain
29. Affiliate Marketing
Affiliate marketing has exploded over recent years, with the most successful
online retailers using it to great effect. The nature of the internet means
thatreferrals can be accurately tracked right through the order process.
Amazon was the pioneer of affiliate marketing, and now has tens of thousands
of websites promoting its products on a performance-based basis.
30. Licensing
A contractual agreement whereby one company (the licensor) makes an asset
available to another company (the licensee) in exchange for royalties, license
fees, or some other form of compensation
Patent
Trade secret
Brand name
Product formulations
This is a contractual arrangement whereby trade marks, intellectual property and trade secrets are licensed to an external
firm. It’s used mainly as a
low cost way to enter foreign markets. The main downside of licensing is the loss of control over the technology – as soon as it
enters other hands the
possibility of exploitation arises.
31. Advantages of licensing
Provides additional profitability with little initial investment
Provides method of circumventing tariffs, quotas, and other export barriers
Attractive ROI
Low costs to implement to Licensing
32. Disadvantages to Licensing
Limited participation
Returns may be lost
Lack of control
Licensee may become competitor
Licensee may exploit company resources
33. Product Licensing
This is similar to technology licensing except that the license provided is only
to manufacture and sell a certain product. Usually each licensee will be
given an exclusive geographic area to which they can sell to. It’s a lower-risk
way of expanding the reach of your product compared to building your
manufacturing base and distribution reach.
34. The two companies made a cross-licensing alliance. Motorola ceded part
of its microprocessor technology, in exchange Toshiba allowed Motorola
part of its memory chip technology. Therefore, the risk of ceding
technology was shared.
35. Franchising
Franchising is an excellent way of quickly rolling out a successful concept
nationwide. Franchisees pay a set-up fee and agree to ongoing payments so
the process is financially risk-free for the company. However, downsides do
exist, particularly with the loss of control over how franchisees run their
Franchise
36. The most notable examples for franchising is
Coca Cola and McDonald’s.
37. R&D alliances
Strategic alliances based around R&D tend to fall into the joint venture
category, where two or more businesses decide to embark on a research
venture through forming a new entity
38. Distributors alliances/Distribution
Relationships
Distributors
If you have a product one of the best ways to market it is to recruit
distributors, where each one has its own geographical area or type of
product.
This ensures that each distributor’s success can be easily measured against
other distributors
This is perhaps the most common form of alliance. Strategic alliances are
usually formed because the businesses involved want more customers.
The result is that cross-promotion agreements are established.
Consider the case of a bank. They send out bank statements every month. A
home insurance company may approach the bank and offer to make an
.
39. Distributors/Distribution Relationships
cont
exclusive available to their customers if they can include it along with the
next bank statement that is sent out.
It’s a win-win agreement – the bank gains through offering a great deal to
their customers, the insurance company benefits through increased customer
numbers, and customers gain through receiving an exclusive offer