7/31/2019 Strategic Allai MSA NMIMS

1/4

______________________________________________________________________

Course: Managing Strategic Alliances

School of Business Management, NMIMS UniversityTrimesterV:20092010

____________________________________________________________________________

Instructor:Prof.P.K.Balakrishnan/Prof.Srinivasamurthy/Prof.Som Bhattacharya/Dr.Bala

krishnamoorthy/Dr.Scalem

_____________________________________________________________________________

OverviewGlobalizationofbusinesshasbeenoneofthedominantcharacteristicsofthepasttwodecadesbutwill

develop even faster in the future.Many companies from developed & developing countries have

becomemultinationalplayers seekingmarketopportunitiesacrossnations.Globalizationhasbecome

thecornerstoneof firmsoverallbusinessstrategies.Globalization isno longerabusinessoptionbut

alsoapartofeffectivecorporatestrategizing. Inotherwords,presentbusinessstrategy is increasingly

global. Todays global scope of business is markedly different from yesterdays business pattern.

Howeverpresentlynumerousgoods&servicesareavailableacrossborders,eveninthosecountriesthat

wereclosedmarketsofcomm&economies.

TheGlobalStrategicAlliance(GSA)hasbecomeapopularvehicleforMNCstoexp&globally&improve

theirglobalcompetitiveadvantage.Throughsemiconductor300,Siemens&Motorolaeachgainmore

thantheywouldbyworking individually.GlobalStrategicAlliancesareCROSSBORDERPARTNERSHIPS

betweentwoormorefirmsfromdifferentcountrieswithanattempttopursuemutualintereststhrough

sharingtheirresources&capabilities.GlobalStrategicAlliancesaremorecommonlyknownasstrategic

Collaborationor

partnership

or

Joint

ventures.

Broadly

there

are

two

basic

types

of

GSAs:

equity

Joint

ventures or cooperative (or contractual)joint ventures. Although GSAs take several forms but they

alwayssharecommonrationale,whichwewillstudyduringthecoursework.

Thecoursespecificallycoversthefollowingtopics:

GlobalStrategicAlliance(GSA) Rationale/Motives forGSA TypesofGSA ChallengesInvolvedforasuccessfulGSA BuildingGSA NegotiationofGSAcontract StructuringofGSA ManagingGSA ThinkingAheadofExitorGSAdivorce

7/31/2019 Strategic Allai MSA NMIMS

2/4

Courserequirements

Thecourse iscasebased&foreachcaseassignmentquestionshavebeenprovided. Thesequestions

are expected to guide you in preparing for the class& lead discussion. For each session a r&omly

selected groupwillbe required to lead thediscussionormakeapresentation. This courseattaches

significantimportance

to

team

effort

in

the

process

of

evaluating

options

&

arriving

at

decisions.

Based

on theclassdiscussiongradeswouldbeassigned toeachgroup. Whileassigning thegrades toeach

participanther/hisparticipation in groupprocess&attendance recordwouldbe taken intoaccount.

Eachgroup isexpectedtobeconsistingof5participants&theGroupselectedtopresentthecasewill

submitaonepagereportoftheiranalysis,application&learningattheendofthecasediscussion.

EvaluationTools

DetailsofevaluationtoolsofGSAcourse.

Casepreparation&presentationinclassbyeachgroup(10%):

DecisionSheets (20%): Sixcaseswillbeassignedforsubmissionofdetaileddecisionsheetduring

thecourse.Eachdecisionshouldaddress:

keydecisionquestions, group'skeydecisions&rationale, identification&assessmentofriskfactors, negative&unintendedconsequences, Howthegroupproposestoaddresstheseconsequences.

1. CaseWriting/Analysis(30%):Eachgroupwillberequiredtoidentifyacompanytowrite/analyzeacase

depicting

astrategic

market

Expansion

situation

&

the

case

writing

should

focus

on:

origin&genesisofabovesituation keydecisions&choicesthebusinessfaces FDIenvironmentinIndia financial&StrategicPartnerrequirement Modus,decisionmaking&implementation outcomes&performance challengesfacedtoday&whatisthewaytogoforward

Evaluation

Grouppresentations

of

cases

10%

DecisionSheetsSubmission 20%

MidtermSubmission(Group) 30%

Endtermexamination 40%

7/31/2019 Strategic Allai MSA NMIMS

3/4

7/31/2019 Strategic Allai MSA NMIMS

4/4

Read CollaborativeadvantageTheArtofAlliance:HBR

Content LocationSpecificcapabilities FindingCompatiblePartners Negotiatingprocess&ContractualprovisionsStructuring

of

GSA

&

Managing

performance

assessment

Case HPCiscoAlliance(A)&(B)

9,10&

11

Topic BuildingGSA

Read TheWaytoWininCrossBorderAllianceHBR

Content KeyIssuesunderlyingbuildingGSA CompatibilityofGoals/Complimentarityofresources/Cooperativecultures/CommitmentCapability

Case InnovationWithoutWalls:AllianceManagementAtELILILLY&

Company

12,13&

14

Topic Negotiatingalliancecontract&StructuringtheAlliance

Read Use Joint ventures to ease the pain of restructuring: HBR

Case Shanghai General Motors: The Rise of A Late-Comer

15,16

&17

Topic Managing GSA/ Thinking Ahead of Exit

Read Building & Managing GSAs

Case CorningIncorporated:AnetworkofAlliance/TheBreakUpoftheRPG

DFIJointVenture

Detailsofsessions18to20willbegivenseparatelyintherevisedcourse.

References

1. GlobalBusinessAlliances:Theory&PracticebyReficCulpan(PennsylvaniaStateUniv.)2. DevelopingStrategicAlliances(CrispProfessionalSeries)byEdwinRichardRigsbee3. AllianceAdvantage:TheArtofCreatingValueThroughPartneringbyGaryHamel 19984. IntelligentBusinessAlliances:HowtoProfitUsingToday'sMostImportantStrategicToolbyLarraineD.Segil

5. HarvardBusinessReview binderonstrategicAlliances