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Chapter 9 Outline
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Learning Objectives (2 of 2)
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How Firms Achieve Growth
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The Build-Borrow-or-Buy Framework
• Conceptual model
• Aids in determining whether firms should pursue:
– Internal development (build)
– Enter a contract / strategic alliance (borrow)
– Acquire new resources, capabilities, and competencies
(buy)
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Exhibit 9.1 Guiding Corporate Strategy:
The Build-Borrow-or-Buy Framework
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The Main Issues in the
Build-Borrow-or-Buy Framework
• Relevancy
– How relevant are existing internal resources to solving the resource
gap?
• Tradability
– How tradable are the targeted resources that may be available
externally?
• Closeness
– How close do you need to be to your external resource partner?
• Integration
– How well can you integrate the targeted firm should you determine
you need to acquire the resource partner?
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Relevancy
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Closeness
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Integration
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Strategic Alliances
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What are Strategic Alliances?
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How Do Strategic Alliances Assist Firms?
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Why Do Firms Enter Strategic Alliances?
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Strengthen Competitive Position
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Strategy Highlight 9.1
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Enter New Markets
• Product markets
• Service markets
• Geographical markets
– Governments such as Saudi Arabia or China may require
that foreign firms have a local joint venture partner before
doing business in their countries.
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Hedge Against Uncertainty
• Real-options perspective:
– Approach to strategic decision making
– Breaks down a larger investment decision into a set of
smaller decisions
– Staged sequentially over time
– Allows firms to obtain information in stages
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Access Critical Complementary Assets
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Learn New Capabilities
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Governing Strategic Alliances
• Non-Equity Alliances
– Partnerships based on contracts
– Examples: supply agreements, distribution agreements,
and licensing agreements
• Equity Alliances
– One partner takes partial ownership in the other.
• Joint Ventures
– A standalone organization created and jointly owned by
two or more parent companies
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Exhibit 9.2 Key Characteristics of Different Alliance Types
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Exhibit 9.3 Alliance Management Capability
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Partner Selection and Alliance Formation
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Alliance Design and Governance
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Post-Formation Alliance Management
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Exhibit 9.4 How to Make Alliances Work
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Mergers and Acquisitions
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Mergers and Acquisitions
• Merger:
– The joining of two independent companies
– Forms a combined entity
• Acquisition:
– Purchase of one company by another
– Can be friendly or unfriendly.
– Hostile takeover:
• The target company does not wish to be acquired.
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Why Do Firms Merge?
• Horizontal integration:
– The process of merging with competitors
– Leads to industry consolidation
• Three main benefits:
1. Reduction in competitive intensity
• Changes underlying industry structure in favor of surviving firms
2. Lower costs
• Economies of scale
3. Increased differentiation
• Fills product gaps
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Exhibit 9.5 Sources of Value Creation and Costs in
Horizontal Integration
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Strategy Highlight 9.2
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Why Do Firms Acquire Other Firms?
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Principal – Agent Problems
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Implications for the Strategist
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The Business Environment Is Constantly Changing
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Firms Need to Grow To Survive & Prosper
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Strategic Alliances and Acquisitions is
a Strategic Tool
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Chapter 9 Summary
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Take Away Concepts (1 of 8)
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Take Away Concepts (2 of 8)
LO 9-2 Define strategic alliances, and explain why they are important to
implement corporate strategy and why firms enter into them.
•Strategic alliances have the goal of sharing knowledge, resources, and
capabilities to develop processes, products, or services.
•An alliance qualifies as strategic if it has the potential to affect a firm’s
competitive advantage by increasing value and/or lowering costs.
•The most common reasons why firms enter alliances are to (1) strengthen
competitive position, (2) enter new markets, (3) hedge against uncertainty,
(4) access critical complementary resources, and (5) learn new capabilities.
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Take Away Concepts (3 of 8)
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Take Away Concepts (4 of 8)
LO 9-4 Describe the three phases of alliance management and explain how
an alliance management capability can lead to a competitive advantage.
•An alliance management capability consists of a firm’s ability to effectively
manage alliance-related tasks through three phases: (1) partner selection and
alliance formation, (2) alliance design and governance, and (3) post-formation
alliance management.
•An alliance management capability can be a source of competitive advantage
as better management of alliances leads to more likely superior performance.
•Firms build a superior alliance management capability through “learning -by
-doing” and by establishing a dedicated alliance function.
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Take Away Concepts (5 of 8)
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Take Away Concepts (6 of 8)
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Take Away Concepts (7 of 8)
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Take Away Concepts (8 of 8)
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Key Terms
• Acquisition • Learning races
• Alliance management capability • Managerial hubris
• Build-borrow-or-buy framework • Merger
• Co-opetition • Non-equity alliance
• Corporate venture capital (CVC) • Real-options perspective
• Equity alliance • Relational view of competitive
advantage
• Explicit knowledge
• Strategic alliance
• Horizontal integration
• Tacit knowledge
• Hostile takeover
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Chapter 9 Cases & Exercises
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Chapter Case 9: Consider This… (1 of 2)
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Chapter Case 9: Consider This… (2 of 2)
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My Strategy Exercise:
What’s Your Career Network Strategy?
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Small Group Exercise #1
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Small Group Exercise #2
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Strategy Smart Videos
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Strategy Smart Videos (1 of 6)
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Strategy Smart Videos (2 of 6)
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Strategy Smart Videos (3 of 6)
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Strategy Smart Videos (4 of 6)
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Strategy Smart Videos (5 of 6)
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Strategy Smart Videos (6 of 6)
– 1:36 Minutes
• CBC news interview regarding these impacts
– Link:
• https://www.youtube.com/watch?v=_nOBa0z1BHk
– 5:02 Minutes
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Chapter Case 9
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Chapter Case 9: Disney (1 of 2)
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Chapter Case 9: Disney (2 of 2)
• Disney acquisitions
– Pixar for $7.4 billion in 2006
– Marvel for $4 billion in 2009
– Lucasfilm for $4 billion in 2012
• Franchise model
– Get a big movie hit, then derive spin-offs
• TV shows, theme park rides, video games, toys, clothing
• Disney’s hit Frozen
– Most successful animated movie ever
– Grossed $1.5 billion since 2013
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Appendix 1 The AFI Strategy Framework
The important inside circle is titled "Gaining and Sustaining a Competitive Advantage" that is at the very center of the image, with
five different circles on the outside of it. Arrows go back and forth from the center circle to each of the five outer circles. The
five outer circles are labeled: (1) Getting Started, (2) External and Internal Analysis, (3) Formulation: Business Strategy, (4)
Formulation, Corporate Strategy, and (5) Implementation.
Each of these outer five circles have a brief description beside them to explain what the circle means:
Under the first outer circle titled "Getting Started", it says: Part 1, Strategy Analysis, "What is Strategy (Chapter 1)" and "Strategic
Leadership: Managing the Strategy Process (Chapter 2)".
Under the second outer circle titled "External and Internal Analysis", it says: Part 1, Strategy Analysis, "External Analysis: Industry
Structure, Competitive Forces and Strategic Groups (Chapter 3)", "Internal Analysis: Resources, Capabilities and Core
Competencies (Chapter 4)", and "Competitive Advantage, Firm Performance, and Business Models (Chapter 5)".
Under the third outer circle titled "Formulation: Business Strategy", it says: Part 2, Strategy Formulation, "Business Strategy:
Differentiation, Cost Leadership and Integration (Chapter 6)" and "Business Strategy, Innovation and Entrepreneurship
(Chapter 7)".
Under the fourth outer circle titled "Formulation: Corporate Strategy", it says: Part 2, Strategy Formulation, "Corporate Strategy:
Vertical Integration and Diversification (Chapter 8)", "Corporate Strategy: Strategic Alliances, Mergers and Acquisitions
(Chapter 9)", and "Global Strategy: Competing Around the World (Chapter 10)".
Under the fifth outer circle titled "Implementation", it says: Part 3, Strategy Implementation, "Organizational Design: Structure,
Culture and Control (Chapter 11)", and "Corporate Governance and Business Ethics (Chapter 12)".
Return to slide
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Appendix 2 Exhibit 9.1 Guiding Corporate Strategy:
The Build-Borrow-or-Buy Framework
Return to slide
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Appendix 3 Exhibit 9.4 How to Make Alliances Work
Return to slide
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