Recomendados
Recomendados
Más contenido relacionado
Último
Último (20)
Destacado
Destacado (20)
Presentazione Vasconcellos - Strategic Alliances Conceptual Framework
- 1. STRATEGIC ALLIANCES: Conceptual Framework BAGLIERI, Vincenzo SDA Bocconi BRUNO, Marcos University of São Paulo VASCONCELLOS, Eduardo University of São Paulo GRANDO, Alberto SDA Bocconi BOCCONI - USP WORKSHOP – Milano,September 24, 2009 Eduardo Vasconcellos
- 2. Research program University of Bocconi – Italy and the University of Sao Paulo – Brazil in the area of MOT Eduardo Vasconcellos
- 3. MOT at University of São Paulo Program begun in 1973 1500 publications 207 master and doctoral thesis 82 books Agreements with Harvard, Bocconi, Columbia, Vanderbilt, Cambridge and other universities Eduardo Vasconcellos
- 4. Alliances / Partnerships Agreements between companies in order to support the partners to reach their goals and strategies (adapted from Harrigan,1988) Eduardo Vasconcellos
- 5. Types of Alliances FORMAL - AGREEMENT WITHOUT INVOLVING $ AGA-NIPPON - AGREEMENT INVOLVING $ • WITHOUT CREATING A NEW ENTITY POHANG IRON-NIPPON STEEL IRON- • CREATING A THIRD ENTITY– “JOINT VENTURE” •Syngenta ( Novartis-Astrazeneca) •Autolatina ( VW-Ford) INFORMAL – Hippel (mini mills) and Allen Eduardo Vasconcellos
- 6. Types of Alliances (cont.) 1 – COMERCIAL – Pfizer Cataflan/Novartis Zitromax Novartis - Schering 2 – COMERCIAL AND MANUFAT. Sabó/Bruss 3 – COMERCIAL, MANUFACTURING AND R&D&E – Xerox/Fuji Eduardo Vasconcellos
- 7. ALLIANCES IN THE INFORMATIC AND TELECOMMUNICATIONS SECTORS Prof. Eduardo Vasconcellos KOKUSAI DENWA HUGUES VENSHIN SPERRY AIRCRAFT MOTOROLA MITISUI MITSUBISHI AND CO. NIPPON GROUP MCI ELETRIC COMPANY COSMOS 80 ERICSSON ROLM MITTEL IBM NIPPON HONEYWELL TELEPHONE TELEGRAFHY BULL STET INTEL GTE ITAUTEL HITASHI XEROX SIEMENS PLESSEV CIT/ TOSHIBA ALCATEL FUJITSU MITSUKO PHILIPS OLIVETTI ICL KIOCERA SONY LUCKY SHARP GOLDSTAR RCA AT&T C. ITOH RICOH ALLIANCES NISSHO IWAI EXISTANTES FONTE: DUSSAUGE, PIERRE E OUTROS ALLIANCES “REVUE FRANÇAISE DE GESTION” - MARS - AVRIL - MAI 1988 Eduardo Vasconcellos EN PROVET
- 8. TECHNOLOGICAL ALLIANCES IN THE SEMICONDUCTOR INDUSTRY EUROPE JAPAN ICL HITASHI SGC-ATES FUJITSU OKI ELECTRIC THONSON -CSF SHARP MITSUBISHI SIEMENS NIPPON ELECTRIC PLESSEY RICON SONY PHILIPS TOSHIBA YOKOÇAMA ELECTRIC MATRA- HARRIS INTEL ZILOG ADVANCED LSI- MICRO LOGIC DEVICES VITELIC RCA MOTOROLA TEXAS ROCKWELL INSTRUM. IBM NATIONAL VLSI - UNITED STATES HP TECNOLOGY INC JOINT ACTIVITIES (EQUITY BASED) MARKETING-MANUFACTURING FONTE: COLMEN, JOINT ACTIVITIES (NON-EQUITY BASED) PERSONNEL EXCHANGES 1988
- 9. Support Technologies Video conference, Skype Fax, Palm, Notebooks, Data Base Telecommunications Internet, Intranet Eduardo Vasconcellos
- 10. Friends, I’m sorry! This is not what you ordered, but everyone is eating fettucine until we fix the computer. Eduardo Vasconcellos
- 11. Mam, stay calm. Right now our state-of-the-art computers are working on eliminating or worsening your problem. Eduardo Vasconcellos
- 12. EMBRAER ALLIANCES Eduardo Vasconcellos
- 14. ALLIANCES ARE RELEVANT IN ALL SECTORS 5.539 Alliances in the U.S Financial 252 Transportation 186 Services 363 Communication 752 Industry 427 Consumption and Retail 528 Computer Software 1543 Energy 108 Biotechnical andMedical 1037 Electronic 343 Alliances by sector Fonte: Strategic Data Corporation; análise da Booz-Allen & Hamilton Eduardo Vasconcellos
- 15. Profitability of Companies and Alliances 25% 20 20 15 11 10 5 0 Profitability of companies Profitability of companies with large success in with little success in making alliances. making alliances. Fonte: Levantamento da Booz-Allen & Hamilton da capacidade de institucionalização de alianças, 1997 Eduardo Vasconcellos
- 16. INTEL ALLIANCES Eduardo Vasconcellos
- 17. Ecosystem Framework – Mobility INTEL •IT/IT Execs •Small Business •Texperts and Students •Mainstream •Biz Execs •Federal •Local •Communications •ISV Mobile End User Universities/Research Centers Office/secretary/minister •SI Government •Science&Technology •Vertical App developer office/secretary/minister •Security •Regulatory agency Application & Content •Operating System •Content provider/developer •Internet Solution Provider MEU Device •Notebook ODM •Aggregator •PDA ODM •Mobile Operator •Cell Phone ODM •Telco •LOEMs - NB •Digital Media Service / content distribution •LOEMs - PDA+CP Distributors •MNC - NB •MNC - PDA+CP •Mobile operator Infrastructure •Channel (Retail included) •Broadband operator •Cable TV •Hot spot builder Internet Intranet •Undergraduate /Graduate •University Labs •Equipment/solution Vendor-WAN Vendor- Home Ad hoc •Business Schools (MBAs) •Research center •Equipment/solution Vendor-WLAN (AP+NIC) Vendor- Fixed Location Roaming •Hot Spot Location Eduardo Vasconcellos
- 18. INFRASTRUCTURE Participation Value and How to manage Impact Fixed Operator All these entities •Intel invests in these Mobile Operator participate companies to create pilots. Operator of in the process of •In some cases the company broadband cable construction TV invests directly in the (equipment) and development of a concept Installer of hot enabling Example: the host spot for spots (service) technology, wireless WAN network infrastructure broadband equipment supplier WLAN network equipment supplier Location (Hot Spot) Eduardo Vasconcellos
- 19. Alliances and Competitiviness Major global companies have an average of 60 strategic alliances 35% of sales revenues were a direct result of global alliances in 2002 (2% in 1980) Price of stocks grows 1% with the announcement of a new alliance Study with 500 companies (1.572 alliances) Source: Sloan Management Review, Eduardo Vasconcellos
- 20. Growth of Cooperative R & D versus Individual R & D R&D in cooperation 100% R&D – Individual mode 80% 60% 40% 20% 0% Ja Fr pa W En Un an n es gla ite ce tern nd d Ge St ate rm s an y Source:Lewis, J. Eduardo Vasconcellos
- 21. Reasons for Failure (Source: K. Harrigan) Unequal size Uneven experience in business risk Different expectations regarding the return on investment deadline Personal incompatibilities between teams Breach of promises Conflicting styles of management – culture Eduardo Vasconcellos
- 22. Additionl Reasons for Failure Hidden agendas Changes in partners' strategies Lack of a monitoring system of the health of the partnership Inadequate organizational structure Eduardo Vasconcellos
- 23. Culture – JVs Finland - China Difficult to gain the trust of the Chinese Among the provinces Dongguan, Shenzhen and Beijing, the same law had different interpretations and different periods of execution Chinese complain that there was no transparency on the costs of purchases of components and raw materials Carrying out the contract has a different value between Chinese and Finnish cultures. Eduardo Vasconcellos
- 24. INTERNATIONAL TECHNOLOGY ALLIANCES: The Parent-Subsidiary Relationship BAGLIERI, Vincenzo SDA Bocconi BRUNO, Marcos University of São Paulo GRANDO, Alberto SDA Bocconi VASCONCELLOS, Eduardo University of São Paulo THANK YOU IAMOT 2009. Orlando, Florida, USA. April 5-9, 2009 Eduardo Vasconcellos