Quand les entreprises doivent-elles utiliser les alliances stratégiques pour leurs opérations internationales ?

Exposé Entreprises & gestion Stratégie

Date de publication :

29/09/2008

Langue :

Anglais

Format :

.doc

Nombre de pages :

9 pages

Niveau :

expert

Consulté :

1 fois

Avis client :

non évalué

Validé par :

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Sommaire :

Sommaire

Modes of foreign entry
Access to new foreign markets
1. Geographical
2. Cultural
3. Political / legal
4. Fast internationalisation
Reduce costs
1. Economies of scale and economies of specialization
2. Research and development
Competition
1. Bargaining power of strategic alliances
2. Global Brand Formation
3. Arrival of new competitors
Specialise in competencies
1. Learning within alliances
2. Convergence of technology and products
Risk sharing

Résumé :

Club Med, Coca Cola Company, Microsoft or even Nestlé... All of those companies have already used strategic alliances in order to be more competitive. Companies generally recognize that to gain a competitive advantage they may have to enter into alliances with other firms. According to David A. Aaker, ("Developing Business Strategies", 2001), we may differentiate alliances and strategic alliances. He stated that an alliance may be defined as "a voluntary association that furthers the common interests of the constituent members".
On the other hand, a strategic alliance may be defined as "at least two companies or partners voluntary combining value chain activities, architecture, and value chain linkages for the purpose of increasing individual and collective value addition, increasing competitive advantage and achieving agreed or common objectives". In this essay we will focus on strategic alliances.
Dussauge and Garrett ("Cooperative Strategy: Competing successfully through Strategic alliances", 1999) have also given a quite similar definition of the concept of strategic alliances. According to them, "strategic alliances are links between two or more independent companies which choose to carry out a project or specific activity jointly by coordinating the necessary skills and resources rather than pursuing the project or activity by their own or even rather than merging their operations or acquiring and divesting entire business units. It is evident that the main part of strategic alliances have to cope with difficulties in the new few years after their creation but it is generally, a good way to allow a company internationalising its activity.
In this essay, we will focus on circumstances which motivate firms to use strategic alliances in their international operations. We will point out those circumstances through the notion of international context which involves dealing with the access, the costs, the competition and the improvement of competencies but also the risk sharing.