Learni ng obj ecti ves This case is about managing strategic alliances, even though the case is about equity joint venture,it illustrates issues in the management of other types of alliances too. Firstly,we should pay more attention on dynamics of international alliances.These include: how partners learn through alliances, How alliances grew and develop,and how the relationship between partners evolves in response to external and internal changes. 6
6 Learning objectives Learning objectives This case is about managing strategic alliances, even though the case is about equity joint venture, it illustrates issues in the management of other types of alliances too. Firstly, w e should pay more attention on dynamics of internation al a llianc es. These inc lude: ¾ how partners learn thr ough alliances, ¾ How alliances grew and develop, and how the rela tionship between partners evolv es in response to external and internal changes
Second,appropriate measures of alliance performance and underlying success factors may change dramatically over the life of an alliance. Third,there Is often a serious tradeoff between giving local autonomy to an alliance and integrating into a parent's global strategy. Fourth,the structure and substance of collaboration needs to change in response to change in the external environment and in the capabilities and goals of the partners. Final,different sets of factors drive collaboration in marketing, research,and manufacturing,even though the success of collaboration in one functional area often depends on that in another
7 ¾ Second, appropriate measures of alliance performance and underlying success factors may change dramatically over the life of an alliance. ¾ Third, there Is often a serious tradeoff between giving local autonomy to an alliance and integrating into a parent’s global strategy. ¾ Fourth, the structure and substance of collaboration needs to change in response to change in the external environment and in the capabilities and goals of the partners. ¾ Final, different sets of factors drive collaboration in marketing, research, and manufacturing, even though the success of collaboration in one functional area often depends on that in another
Analysis and Discussion Structure 1.Performance of the alliance before 1990 2.Future options for collaboration >3.Globalization and Organizational Structure >4.Conclusion 8
8 Analysis and ysis and Discussion Structure ussion Structure ¾ 1. Performance of the alliance before 1990 ¾ 2. Future options for collaboration ¾ 3. Globalization and Organizational Structure ¾ 4. Conclusion
Assignment Questions 1.What role has Fuji Xerox played in Xerox's global strategy? How do you expect this role to change in the future? 2.Is Fuji Xerox a successful joint venture in 1990?How do you measure its performance?Please be as concrete and specific as possible? 3.What were key success factors in this alliances in the past?Do you expect these factors to change in the future? 4.Consider three different options for reorganization listed in Exhibit 11.Select one options in each functional area and be prepared to explain why do you prefer it over the others. 9
9 Assignment Ques nt Questions 1. What role has Fuji Xerox played in Xerox’s global strategy? How do you expect this role to change in the future? 2. Is Fuji Xerox a successful joint venture in 1990? How do you measure its performance? Please be as concrete and specific as possible? 3. What were key success factors in this alliances in the past? Do you expect these factors to change in the future? 4. Consider three different options for reorganization listed in Exhibit 11. Select one options in each functional area and be prepared to explain why do you prefer it over the others
1.Performance of the alliance before 1990 10
10 1. Performance of the 1. Performance of the alliance bef ance before 1990 re 1990