Professional Documents
Culture Documents
Adaptive Strategies Expansion of Scope Diversification Vertical Integration Market Development Product Development Penetration Contraction of Scope Divestiture Liquidation Harvesting Retrenchment Maintenance Scope Enhancement Status Quo
Market Entry Strategies Purchase Acquisition Licensing Venture Capital Investment Cooperation Merger Alliance Joint Venture Development Internal Development Internal Venture
Competitive Strategies Strategic Posture Defender Prospector Analyzer Positioning Marketwide Cost leadership Differentiation Market segment Focus/ Cost leadership Focus/ Differentiation
Purchase
Acquisition Licensing Venture Capital
Cooperation
Merger Alliance Joint Venture
Development
Internal Development Internal Venture
Purchase
Acquisition
a strategy through which one firm buys a controlling interest in another firm with the intent of making the acquired firm a subsidiary business within its own portfolio
Licensing
Acquiring a technology or product through licensing may be viewed an alternative to acquiring a complete company. License agreements obviate the need for costly and time-consuming product development and provide rapid access to proven technologies, generally with reduced financial and marketing risk to the organization.
A Merger
A Acquisition
The merger of Daimler with Chrysler in 1997 is considered by many to have been an acquisition in disguise
Purchase
Merger
Mergers are similar to acquisitions. In mergers, however, the two organizations combine through mutual agreement to form a single new organization, often with a new name. Mergers have been used most often in the health care segment to combine two similar organizations (horizontal integration) in an effort to gain greater efficiency in the delivery of health care services
Alliance
Strategic alliances are loosely coupled arrangements among existing organizations that are designed to achieve some long-term strategic purpose not possible by any single organization. Alliances include configurations such as federations, consortiums, networks, and systems..
Joint Venture
When projects get too large, technology too expensive, internal resources, competencies or capabilities too scarce, or the costs of failure too high for a single organization, joint ventures are often used.38 A joint venture (JV) is the combination of the resources of two or more separate organizations to accomplish a designated task.
Acquisitions
Increase diversification
Acquisitions
Strategic Alliances
Support Activities
Technological Development
Firm Infrastructure
Service Marketing & Sales Procurement Outbound Logistics Operations Inbound Logistics
Vertical Alliance
Primary Activities
Supplier
Technological Development Human Resource Mgmt.
vertical complementary strategic alliance is formed between firms that agree to use their skills and capabilities in different stages of the value chain to create value for both firms
outsourcing is one example of this type of alliance
Support Activities
Firm Infrastructure
Inbound Logistics
Primary Activities