SPECIAL STRATEGIES

€ Cooperative strategies and alliances € Mergers and acquisitions € Integration: vertical/ horizontal/ forward/ backward € Unbundling and outsourcing € Going abroad: MULTI-COUNTRY/ GLOBAL .

industries € Mature industries € Stagnant/ Declining industries € Fragmented industries € Strategies for runner-up firms € Turn-around strategies € Divestment/ Liquidation € Emerging .

€ Growth: ƒ organic or inorganic? New products/ New markets matrix M&A Strategic alliances € Inorganic: ƒ ƒ € Success criteria .

€ Environmental ƒ ƒ ƒ Speed to market Rivalry Deregulation Add core competence Cost efficiency Learning Continuing growth Ambitious senior management Speculative stakeholders € Capability building ƒ ƒ ƒ € Stakeholder expectations ƒ ƒ ƒ .

€ Financial performance € Making M & A work: ƒ ƒ ƒ ƒ Is the effort adding any value? For whom? Does the new company get integrated? Is it adding to organisational learning? Cultural problems ² are they a hindrance? .

€ WHY: ƒ ƒ ƒ Minimum size required in market or raw materials purchase Co-specialisation Learning € FORMS ƒ ƒ ƒ ƒ OF ALLIANCES: JV Network ² other end Franchising Co-production .

€ Clear strategic purpose € Compatibility € Clear performance expectations € Trust .

€ Suitability € Acceptability € Feasibility .

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€ Financial ƒ ƒ Funds flow forecasting ² timing of new funding Break-even analysis € Resource ƒ deployment Resources and competences needed Threshold Unique resources/core competences ƒ Scale. timetable for change . quality of resource.

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