Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

278 watches that meet the needs of today’s tech-savvy consumers. To expand their footprint in luxury goods, both Google and Inte ...

Chapter 9: Cooperative Strategy 279 We examine several topics in this chapter. First, we define and offer examples of dif- feren ...

280 Part 2: Strategic Actions: Strategy Formulation associated with being a successful com- petitor in today’s business environm ...

Chapter 9: Cooperative Strategy 281 Commonly, outsourcing arrangements are organized in the form of a nonequity strategic allian ...

282 Part 2: Strategic Actions: Strategy Formulation A second major reason firms form strategic alliances is that most (if not al ...

Chapter 9: Cooperative Strategy 283 industries characterized as slow-cycle markets. In fast-cycle markets, the firm’s compet- it ...

284 Part 2: Strategic Actions: Strategy Formulation others operating in this industry given the fast-cycle nature of the storage ...

Chapter 9: Cooperative Strategy 285 Vertical Complementary Strategic Alliance In a vertical complementary strategic alliance, fi ...

286 Part 2: Strategic Actions: Strategy Formulation Figure 9.3 Vertical and Horizontal Complementary Strategic Alliances Horizon ...

Chapter 9: Cooperative Strategy 287 competitors’ actions. Strategic alliances can be used at the business level to respond to co ...

288 Part 2: Strategic Actions: Strategy Formulation Strategic Alliances as the Foundation for Tesla Motors’ Operations Strategic ...

Chapter 9: Cooperative Strategy 289 strategies are illegal in the United States and most developed economies (except in regu- la ...

290 Part 2: Strategic Actions: Strategy Formulation and competitiveness and decide if pursuing such a strategy facilitates or in ...

Chapter 9: Cooperative Strategy 291 operations.^63 An alliance can be used as a way to determine whether the partners might bene ...

292 Part 2: Strategic Actions: Strategy Formulation In the most successful franchising strategy, the partners (the franchisor an ...

Chapter 9: Cooperative Strategy 293 Limited domestic growth opportunities and foreign government economic poli- cies are key rea ...

294 Part 2: Strategic Actions: Strategy Formulation more extensively as a way of creating value for customers by offering many g ...

Chapter 9: Cooperative Strategy 295 among multiple companies is foundational to achieving the objectives Apple and IBM seek thro ...

296 Part 2: Strategic Actions: Strategy Formulation Failing to Obtain Desired Levels of Success with Cooperative Strategies Stra ...

Chapter 9: Cooperative Strategy 297 partner trustworthiness. Typically, an opportunistic firm wants to acquire as much of its pa ...