Strategic Alliance Management 2nd Edition Brian Tjemkes ,Pepijn Vos ,Koen Burgers - Solutions

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3.7 As the company’s sales are coming down unexpectedly, the president invites you to chair a task force with the objective of recommending solutions to correct the situation. Who do you want to be on this task force? How should the task force resolve this problem?
3.6 The company is considering a plan to upgrade its current product line. The cost of upgrading is high. There is a small company that has advanced the technology required for this product upgrade. What strategy should the company follow if it wants to continue selling into its current market with
3.5 The company has been making most of its sales to a few large customers. The company president wishes to broaden its customer base. To do so may require changes in the company culture, the product line strategy, marketing and sales programs, and the service organization. How should the
3.4 Six months ago, the company hired an engineer for his expertise in hydraulic drives. The decision to hire him was based on a product development plan that projected a need for such expertise. Market conditions have suddenly changed in favor of more sophisticated electric drives. The new
3.3 The company has recently concluded a multimillion-dollar contract to supply products to a third-world country. The first elite group of engineers from that country has just completed a two-month training course on maintenance and operations. The company’s training manager reports that the
3.2 A materials manager suspects that the quality of work within her department has been deteriorating. She wants to introduce a program of change to advance quality. What steps should she take?
3.1 Review the Harvard Business School case “Peterson Industries,” # 9-396-182 (rev. February 12, 1996) and answer the following questions. The case materials may be purchased by contacting its publisher at 1-800-545-7685 or www.custserve@hbsp.harvard.edu. A. What are the relationships among
2.10 On the eve of leaving her alma mater, Stacy Engineer remembers the encouraging words of the commencement speaker: “Graduation is the happy beginning of an exciting life ahead.” She is, of course, excited about her new master of engineering degree that she received with honor. But she is
2.9 Sandy Smith is about to graduate from UB with a master’s degree in engineering and a GPA of about 3.8. She wants to find a good job that allows her to best utilize her strengths and capabilities. Her short-term goal is to become an operations manager in a manufacturing enterprise in ten
2.8 XYZ Company has been a one-product company focused on developing and marketing a package of innovative ERP software specialized for law firms and operated in computers running on a proprietary operating system software developed by the company. Customers must purchase both the hardware and
2.7 In planning for a project, the critical path method (CPM) is a tool used widely in industry. Elucidate the basic concepts and techniques involved, illustrate by using an example, and review its advantages and disadvantages.
2.6 The marketing director needs to submit a strategic plan for entering a new market. She knows she needs long periods of uninterrupted time. She considers two options: (1) staying at home to do the plan or (2) delegating some parts of the plan to her subordinates. What are the factors the
2.5 There are always risks (risks of failure) associated with the experimentation of a new manufacturing process or with the entry into a new global market. How should one decide whether to proceed with a risky venture? What is the proper level of risk for a company to take?
2.4 What are included in the typical operational guidelines some industrial companies have developed? Please comment.
2.3 Mission and value statements are indicative of the direction in which a company is headed. What are typically included in the statements of mission and values of well-known companies in the United States? Please comment.
2.2 Strategic planning plays a very important role in any service organization. In this chapter, we learned that planning well for the future is a difficult job as it involves a number of activities such as scenario planning, directions setting, and plan implementing. Study the specific business
2.1 Study the Case “eBay (A) The Customer Marketplace,” Harvard Business School Case # 9-602-071 (Rev. June 15, 2005) and answer the following questions. The case materials may be purchased by contacting its publisher at www.custserve@hbsp.harvard.edu. or 1-800-545-7685. A. What is this case
1.6 In the literature, it is generally said that innovations in the service sectors are lagging behind those in the manufacturing sector. Explain why it might indeed be so.
1.5 The new millennium imposes a number of new challenges to business managers, who are different from engineering managers and technology managers. Name a few of such challenges.
1.4 The engineering manager of Company A proposes to install an automated bar-code scanner costing $4,000. He estimates that he can save about 100 hours of labor time per month, as products can now be scanned much faster. He reasons that at the wage rate of $15 per hour, the benefit for using the
1.3 Student A, in order to graduate on February 4, works hard to finish her master of engineering report by the due date of January 8. She is planning to return to her country immediately thereafter and get married. If she graduates on June 10, the next available graduation date, she will have to
1.2 Nancy Bush, the plant manager, needs to decide whether to make or buy a component for the company’s core product. She would like the advice of her production supervisors, since they must implement her decisions. However, she fears that the supervisors will be biased toward making the
1.1 Tom Taylor, the sales manager, was told by his superior, Carl Bauer, to take an order from a new customer for a bunch of products. Both Tom and Carl knew that the products ordered would only partially meet the customer’s requirements. But Carl insisted that the order was too valuable to lose.
To what extent and how does a firm capture, codify, communicate and coach alliance worst and best practices(e.g. alliance function, tool development and training)?
To what extent and how does a firm understand and manage alliance teams, as a stand-alone team or as part of a multiteam system?
To what extent and how does a firm employ competent alliance professionals, offer educational alliance programmes and assign the best people to its alliance relationships?
To what extent and how does alliance environment (e.g.multi-partner, portfolio, network and business ecosystem)affect alliance development decisions?
To what extent and how do alliance partners (e.g.international, asymmetrical, cross-sector and coopetition)affect alliance development decisions?
To what extent and how do alliance objectives (e.g. learning, supplier, co-branding) affect alliance development decisions?
Are the best and worst alliance practices documented?
Are sufficient precautions being taken to recoup resources and prevent reputational damage?
Has a communication plan been developed to inform internal and external stakeholders?
Is it clear how and when the alliance will be dismantled?
Has the decision to withdraw from the alliance been scrutinized and is it clear what the repercussions are for the organization?
Are alliance termination clauses explicated in the alliance contract?
Is the performance metric system regularly updated and is learning applied to other alliances?
Are adaptations and interventions substantiated and in line with the alliance strategy?
Has it been determined at which time intervals alliance evaluation is conducted?
Are procedures (who and when) about data collection, data analysis and reporting clear?
Are, for each objective, input, proces, and outcome metrics determined?
Are the common and individual alliance objectives explicated?
Are interventions, adaptations and relationship repair initiatives executed before the relationship derails?
Are internal and external developments monitored and assessed on their impact on the alliances?
Are conflicts quickly resolved before they escalate?
Are learning initiatives supported and monitored?
To what extent does alliance management promote a climate of trust, safety, and transparency?
Has the alliance launch been evaluated and documented, as input for future alliances?
Has the transition from launch team to management team been organized?
Has a kick-off meeting been organized?
Has a communication plan to inform internal and external stakeholders been developed?
Are functional and operational plans prepared, launch activities determined and milestones set?
Has executive support from both partners been obtained?
To what extent is the (joint) alliance launch team assembled, are members involved in negotiations, and is the team ready to execute the alliance?
Is it clear to all partners, how conflicts are resolved (if they emerge), how are unforeseen circumstances dealt with (i.e.contingency clauses), how progress is monitored, who has decision-making authority and how stakeholders are informed?
If applicable, has a code of conduct been explicated and communicated?
Are all agreements formalized in contractual clauses (e.g.termination, exclusivity) and are appropriate management control mechanisms in place?
Does the legal arrangement fit with the objective, the organization of activities and the potential risks?
Are key staff identified, and has it been formalized with functions and roles they fulfil?
Has the alliance organization been set with regard to hierarchical structure and operational activities?
Are the alliance ambition, individual objectives and joint objectives explicated and formalized in an alliance contract?
Are all agreements formalized in a letter of intent and/or alliance contract?
To what extent does the negotiation process promote postformation process exhibiting trust building, mutual learning and adaptability?
Does the negotiation outcome reflect conditions that stimulate the partners to actively collaborate and participate, both short- and long-term?
Does the negotiation outcome reflect conditions that enable the partners to attain individual and collective objectives?
If applicable, has a non-disclosure agreement been signed?
Has a risk assessment been conducted to explicate the positive and negative consequences of collaborating with the preferred partner?
Is it clear where areas for partner fit and misfit exist, and what measures are required for a smooth alliance launch?
Does each partner contribute equitably and uniquely to the alliance, and combined do the contributions provide sufficient value-creation potential?
Are all partner selection criteria clear and assessed, in support of a decision to opt for a specific alliance partners?
Are all possible partners considered, familiar and unfamiliar?
Has a business case been developed?
Are sufficient resources allocated (time, staff, assets and support) to successfully establish a strategic alliance?
Is the organization able to forge and manage a strategic alliance?
Has a risk assessment been conducted to explicate the implications of a strategic alliance, both internally and externally?
Are all motives clear and assessed, in support of a decision to opt for a strategic alliance (over internal growth, merger, and market transaction)?
Is it clear what resources and activities are required to attain these objectives and to what extent the organization lacks these resources and/or activities?
To what extent is it clear what (strategic) objectives are pursued by the organization?
Alliance portfolio. Alliance portfolios constitute a source of competitive advantage, and recent studies offer insights in portfolio design and management (Hoffmann 2007). However, numerous questions remain unanswered: How do alliance portfolios develop over time? In what conditions are alliance
Open innovation. In response to an environment becoming increasingly dynamic and demanding, firms shift from organizing innovation internally to mobilizing and integrating external resources –that is, open innovation (Chesbrough 2003). How can these firms organize co-creation among producers,
Business ecosystems. Some claim that business ecosystem leadership and participation depict a new and necessary competitive weapon in a firm’s arsenal (Moore 2006). However, taking an alliance lens, multiple questions exist that could inform future research: What business ecosystem configurations
Public–private–plural alliances. Public–private alliance arrangements are becoming increasingly popular, as well as alliances with and between actors operating in the plural sector. The plural sector refers to any association that is neither public nor private–owned neither by the state nor
Crowdsourcing and crowdfunding. Technology makes it possible to communicate easily with customers and suppliers and to use their resources for different purposes, such as innovation, policy making and marketing. The notion of crowdsourcing (Howe 2008) is increasingly becoming a tool that firms
Alliances and ICT. The information and communication technology (ICT) revolution has already affected how alliances function, and it will continue to do so in the future. Yet only a few studies have adopted an ICT lens to examine strategic alliance management (Yang et al. 2007). So how might
Acquisition alliances. Although studies have produced insights in the choice between acquisition and alliances, they have tended to neglect the occasional use of an alliance as the predecessor of an acquisition (Hagedoorn and Sadowski 1999). To date, it remains unclear why firms initiate such a
Service alliance. Consistent with the development of servitization (Baines et al. 2009), firms increasingly forge alliances to attain service provision benefits. Unlike production, services reach outcomes through co-production with customers, so alliances based on services tend to be highly
Alliance as co-evolution. Although several studies have detailed alliance co-evolution (Volberda and Lewin 2003), numerous questions remain unexplored: How do changes in the partner’s alliance portfolio influence a firm’s portfolio? How and where should particular buffering systems and
Alliances as multilevel entities. Studies should explore the dynamics between different levels of analysis (Faems et al. 2008), including strategic, tactical and operational, while focusing on varied, alliance-related phenomena: How do communication, trust and contracting within and between
Alliance capabilities. Research tends to converge on the salience of alliance capabilities (Schilke and Goerzen 2010) but not on the answers to several remaining issues. In what conditions do internally (e.g. alliance) and externally (e.g. consultants) sourced functions become substitutes or
Under-performing alliances. Alliance research tends to focus on alliance performance, neglecting ways in which under-performance is not always the same (Patzelt and Shepherd 2008). Questions that warrant answers include the following: To what extent do antecedents of performance differ from
Alliance launch. Though critical to alliance success, little prior academic work exists detailing on the drivers and mechanisms required to execute an alliance (Bamford et al. 2004). Research may set out to address a variety of questions: When and how should a launch manager become involved? What
Negotiations behaviour. Building on emerging alliance negotiations research (Das and Kumar 2010), future studies could explore a variety of topics: How can alliance managers achieve favourable processes and outcomes during alliance (re)negotiations? What causes firms to initiate renegotiations?What
During the establishment of the Alliance Office, Philips’ management structure was decentralized. How might this management structure have impeded and/or reinforced the effectiveness of the Alliance Office?
To what extent has the structured approach Philips adopted to govern its alliances contributed to its competitive position?
Team composition changed over time, as a new team member was added to the (pre)launch team.Explain how team composition (and team-member skills) may affect alliance launch team functioning and how changes in team membership may positively or negatively affect team functioning.
The team representatives of TNO and TU Delft were primarily focused on continuing to make progress.They did take a little time to engage in team building. Explain why team building during the(pre)launch stage is critical to overcome post-launch impediments to alliance development.
Alliance arrangements are becoming increasingly critical to the execution of eVision’s corporate strategy. How will this development impact and change the tasks, responsibilities and required competences of Ivan Vogels?
Does the entrepreneurial background and strategy of eVision require unique skills and competences of an alliance director, specifically when compared to alliance director positions in more established, mature and bureaucratically organized company?
What changes took place on the alliance, partner firm and alliance environment levels, and how do they affect the alliance system?
Explain how Proctor & Gamble and Philips use acquisitions and alliances to enhance their competitive positions. What are their different motives?
Identify the future hazards and adversities that are most likely to undermine the success of both business ecosystems?

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Strategic Alliance Management 2nd Edition Brian Tjemkes ,Pepijn Vos ,Koen Burgers - Solutions

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