You are on page 1of 94

PAN African e-Network Project

Diploma in Business Management


Strategic Management
Semester - I
SESSION - 8

A Caselet on Evolution of Automobile


Market in US (Four Wheelers)

United States20-9-1893
Duryea brothers ( Charles and Frank
Duryea) invented one cylinder auto.
Model named as Duryea
Charles established Duryea Motor
Wagon company in 1896
Manufactured 13 cars
And its operation continued till
1920's.

Model -T
Henry ford invented Model T in 1908
500 cars have been manufactured in
black colour
In 1908 it priced at$850, in 1909: $609
and in 1924: $290 which is cheaper
than Horse-driven carriage $400.
Fords revolutionary assembly a car in
21 days to 4 days by its skilled
craftmens.
Advertisement of ford in Sales brochre
proclaimed watch the ford go by high
price quality in a low priced car

General Motors (GM)


In 1924 car became an essential
house hold item
GM factory pumed out models
with new colours and style,
updated every year
From 1926 to 1950 the total
number of cars sold in U.S
increased from 2 million to 7
millions.
GM market share increased to
50% from 20% and ford vice
versa.

JAPANSES MODEL CARS

During 1970 oil crisis, Japanese


invented cars with fuel efficient.
Companies like Honda, Toyota,
Nissan have made fuel efficient
cars
By the 1980 Ford,GM,Chrysler
had $4 billion loss

Chrysler -Minivan
In 1984 Chrysler invented K

car(minivan)
With in three years it gained a
profit of $1.5 biilion from
minivan
In 1990 it has released sports
utility vechicle
In1998 new light truck,
Chrysler car sales increased
from 7.5 million to 8.2 million
cars in 1998

Implementation, Evaluation and Control


of International Strategies

Roadmap
A Framework for Executing Strategy
The Principal Managerial Components of the Strategy
Execution Process
Building a Capable Organization
Staffing the Organization
Building Core Competencies and Competitive Capabilities
Matching Organization Structure to Strategy
Organizational Structures of the Future

Crafting vs. Executing Strategy

Crafting the Strategy


Primarily a market-driven
activity
Successful strategy making
depends on
Business vision
Perceptive analysis of
market conditions and
company resources and
capabilities
Attracting and pleasing
customers
Outcompeting rivals
Using company resources
and capabilities to forge a
competitive advantage

Executing the Strategy


Primarily an operationsdriven activity
Successful strategy
execution depends on
Good organization-building
and people management
Creating a strategysupportive culture
Continuous improvement
Getting things done and
delivering good results

Executing the Strategy


An action-oriented, make-things happen task
involving managements ability to
Direct organizational change
Achieve continuous improvement in
operations and business processes

Implementation
involves . . .

Move toward operating excellence

Create and nurture a


strategy-supportive culture
Consistently meet or beat performance targets

Tougher and more time-consuming than crafting strategy

Why Executing Strategy Is a


Tough Management Job
The demanding variety of managerial
activities to be performed
Numerous ways to tackle each activity
Requires good people management skills
Requires launching and managing
a variety of initiatives simultaneously
Number of bedeviling issues to be worked out
Battling resistance to change
Hard to integrate efforts of many different work groups into a
smoothly-functioning whole

Implementing a Newly Chosen Strategy Requires


Adept Leadership
Implementing a new strategy
takes adept leadership to
Convincingly communicate
reasons for the new strategy
Overcome pockets of doubt
Build consensus and enthusiasm
Secure commitment of concerned parties
Get all implementation pieces in place and coordinated

Who Are the


Strategy Implementers?
Implementing and executing strategy involves a companys
whole management team and all employees
Just as every part of a watch plays a role in making the watch
function properly, it takes all pieces of an organization working
cohesively for a strategy
to be well-executed

Top-level managers must lead the process


and orchestrate major initiatives
But they must rely on the cooperation of
Middle and lower-level managers to see that things go well in the
various parts of the organization and
Employees to perform their roles competently on a daily basis

What Are the Goals of the Strategy ImplementingExecuting Process?


Unite total organization behind strategy
See that activities are done in a manner that is
conducive to first-rate strategy execution
Generate commitment so an enthusiastic
crusade emerges to carry out strategy
Fit how organization conducts its
operations to requirements of strategy

Characteristics of the Strategy


Implementation Process
Every manager has an active role
No proven formula for implementing
particular types of strategies
There are guidelines, but no
absolute rules and must do it
this way rules
Many ways to proceed that are
capable of working
Cuts across many aspects of how to manage

Characteristics of the Strategy


Implementation Process (continued)
Each implementation situation occurs in a different
context, affected by differing
Business practices and competitive situations
Work environments and cultures
Policies
Compensation incentives
Mix of personalities and firm histories

Approach to implementation/execution
has be customized to fit the situation
People implement strategies - Not companies!

What Top Executives Have to Do in


Leading the Implementation Process
Communicate the case for change
Build consensus on how to proceed
Install strong allies in areas where they can push implementation
along in key business units
Empower subordinates to keep process moving
Establish measures of progress and deadlines
Reward those who achieve
implementation milestones
Direct resources to the right places
Personally lead the strategic change process
and the drive for operating excellence

The Three Components of Building a Capable Organization

Putting Together a Strong


Management Team
Assembling a capable management team is a
cornerstone of the organization-building task
Find the right people to fill each slot
Existing management team
may be suitable
Core executive group
may need strengthening
Promote from within
Bring in skilled outsiders

Selecting the Management Team: Key


Considerations
Determine mix of
Backgrounds
Experiences and know-how
Beliefs and values
Styles of managing and personalities

Personal chemistry must be right


Talent base needs to be appropriate
Picking a solid management team needs to be acted on
early in implementation process

Recruiting and Retaining Talented Employees:


Implementation Issues
Assemble needed human resources and knowledge
base for effective strategy execution
Biggest challenge facing companies
How to recruit and retain the best
and brightest talent with strong
skill sets and management potential

Intellectual capital, not tangible assets, is increasingly


being viewed as the most important investment
Talented people are a prime source of competitive advantage

Key Human Resource Practices to


Attract and Retain Talented Employees

Spend considerable effort in screening job applicants,


selecting only those with

Suitable skill sets


Energy and initiative
Judgment and aptitudes for learning
Ability to adapt to firms work
environment and culture

Put employees through training


programs throughout their careers
Give promising employees challenging, interesting, and
skills-stretching assignments

Key Human Resource Practices to


Attract and Retain Talented Employees
Rotate employees through jobs with great content,
spanning functional and geographic boundaries
Encourage employees to
Be creative and innovative
Challenge existing ways of
doing things and offer better ways
Submit ideas for new products or businesses

Foster a stimulating work environment


Exert efforts to retain high-potential employees with
excellent salary and benefits
Coach average employees to improve their skills

Building Core Competences


and Competitive Capabilities
Crafting the strategy involves
Identifying the desired competences and capabilities to build
into the strategy and help achieve competitive advantage

Good strategy execution requires


Putting desired competences and capabilities in place,
Upgrading them as needed, and
Modifying them as market
conditions evolve

Strategically-Relevant Competences

Greater proficiency in product development


Better manufacturing know-how
Capability to provide better after-sale service
Faster response to changing customer needs
Superior cost-cutting skills
Capacity to speed new products to market
Superior inventory management systems
Better marketing and merchandising skills
Specialized depth in unique technologies
Greater effectiveness in promoting
union-management cooperation

Expertise in gasoline engine


technology and small engine design

Three-Stage Process of Developing Competences and


Capabilities

1. Develop ability to do something


2. As experience builds,
ability can translate into a
competence or capability
3. If ability continues to be polished and refined, it can
become a distinctive competence, providing a potential
competitive advantage!

Step 1 in Developing Competences


Develop ability to do something
Select people with relevant skills/experience
Broaden or expand individual abilities as needed
Mold efforts and work products of
individuals into a cooperative effort
to create organizational ability

Step 2 in Developing Competences


As experience builds and company learns how to
perform the activity consistently well and at acceptable
cost, the ability evolves into a competence or
capability
Typically, a capability or competence emerges from
establishing and nurturing collaborative relationships
between
Individuals and groups in different departments and/or
A company and its external allies

Step 3 in Developing Competences


If company masters the activity, performing it better
than rivals, the capability or competence
becomes a
Distinctive competence and
Holds potential for
competitive advantage

This is the optimal outcome of the process of


building capabilities-competences!

Managing the Process of Building


Competences: Four Key Traits
1. Competencies are bundles of skills and know-how growing
from combined efforts of cross-functional departments
2. Normally, competences emerge incrementally from various
company efforts to respond to market conditions
3. Leveraging competences into competitive advantage requires
concentrating more effort and talent than rivals on
strengthening competences to create valuable capabilities
4. Sustaining competitive advantage requires adjusting
competences to new conditions

Approaches to
Developing Competences
Internal development involves either
Strengthening the companys base of skills, knowledge, and
intellect or
Coordinating and networking the efforts
of various work groups and departments

Partnering with key suppliers,


forming strategic alliances, or maybe
even outsourcing certain activities to
specialists
Buying a company that has the required capabilities and
integrating these competences into the firms value chain

Building Competences:
Keys to Success
Selecting capable employees

Empowerment

Training

Attractive incentives

Cultural influences and peer


pressures

Organizational flexibility

Cross-department cooperation
and collaboration

Short deadlines

Motivating employees to strive


for operating excellence

Good databases

Updating Competences and


Capabilities as Conditions Change
Competences and capabilities must
continuously be modified and perhaps
even replaced with new ones due to
New strategic requirements
Evolving market conditions
Changing customer expectations

Ongoing efforts to keep core competences up-to-date


can provide a basis for sustaining both
Effective strategy execution and
Competitive advantage

When it is difficult to outstrategize rivals


with a superior strategy . . .
. . . Best avenue to industry
leadership is to out-compete
rivals with superior strategy
execution!
Building competences and capabilities
rivals cant match is one of the
best ways to out-compete them!

Strategic Role of
Employee Training
Training plays a critical role in implementation when a
firm shifts to a strategy requiring different

Skills or core competences


Competitive capabilities
Managerial approaches
Operating methods

Types of training approaches

Internal universities
Orientation sessions for new employees
Tuition reimbursement programs
Online training courses

Matching Organization
Structure to Strategy
Few hard and fast rules for organizing
One Big Rule: Role and purpose of organization structure is
to support and facilitate good strategy execution!

Each firms structure is idiosyncratic, reflecting


Prior arrangements and internal politics
Executive judgments and preferences about how to arrange
reporting relationships
How best to integrate and coordinate work effort of different work
groups and departments
CEO
Vice President

Vice President

Vice President

Step 1: Decide Which Value Chain Activities to


Perform Internally and Which to Outsource

Involves deciding which activities are


essential to strategic success
Most strategies entail certain crucial business processes or
activities that must be performed exceedingly well or in closely
coordinated fashion if the strategy is
to be executed with real proficiency
These processes/activities usually
need to be performed internally
Other activities, such as routine
administrative housekeeping and
some support functions, may be
candidates for outsourcing

Critical
activities

Pinpointing Strategy-Critical Activities: Ask 2


Questions

1. What functions or business processes


have to be performed extra well or in
timely fashion to achieve competitive advantage?

2. In what value-chain activities would


poor execution seriously impair
strategic success?

Appeal of Outsourcing
Outsourcing non-critical activities allows a firm to
concentrate its energies and resources on those
value-chain activities where it
Can create unique value
Can be best in the industry
Needs direct control to
Build core competences
Achieve competitive advantage
Manage key customer-supplier-distributor relationships

Potential Advantages of Partnering


By building, improving, and then leveraging
partnerships, a firm enhances its overall
capabilities and builds resource strengths that
Deliver value to customers
Rivals cant quite match
Consequently pave the way
for competitive success

Partnering makes strategic sense when the


result is to enhance a companys competences and
competitive capabilities.

Dangers of Outsourcing
A company must guard against hollowing out its
knowledge base and capabilities
Way to guard against pitfalls of outsourcing
Avoid sourcing key components from a single supplier
Use two or three suppliers to minimize
dependence on any one supplier
Regularly evaluate suppliers
Work closely with key suppliers

Step 2: Make Strategy-Critical


Activities the Main Building Blocks
Assign managers of strategy-critical activities a visible,
influential position
Avoid fragmenting responsibility for strategy-critical
activities across many departments
Assign
Provide coordinating linkages
between related work groups
Meld into a valuable
competitive capability

managers
key roles
Primary
activities

Strategic
relationships

Support
functions

Coordination

Valuable
capability

Why Structure
Follows Strategy
Changes in strategy typically require a new or modified
organization structure
A new strategy often involves different skills,
different key activities, and different staffing
and organizational requirements
Hence, a new strategy signals a need to
reassess and often modify the organization
structure

How work is structured is a means to an end


not an end in itself!

Guard Against Functional


Designs That Fragment Activities
Scattering pieces of critical business processes across
several specialized departments results in
Many hand-offs which
Lengthens completion time
Increases coordination and overhead costs
Increases risk of details falling
through the cracks

Obsession with activity rather than result

Solution Business process reengineering


Involves pulling strategy-critical processes from functional
silos to create process-complete departments or crossfunctional work groups

Examples of Fragmented StrategyCritical Activities

Filling customer orders

Speeding new products to market

Improving product quality

Supply chain management

Building capability to conduct business via the Internet

Obtaining feedback from customers, making product modifications


to meet their needs

Step 3: Determine How Much


Authority to Delegate to Whom
In a centralized structure
Top managers retain authority
for most decisions

In a decentralized structure
Managers and employees are
empowered to make decisions

Trend in most companies


Shift from authoritarian to decentralized
structures stressing empowerment

Advantages of a Decentralized Structure


Creates a more horizontal structure with fewer management layers
Managers and employees develop their own answers and action plans
Make decisions in their areas of responsibility
Held accountable for results

Shortens organizational response times and spurs


New ideas
Creative thinking and innovation
Greater involvement of managers and employees

Jobs can be defined more broadly


Fewer managers are needed
Electronic communication systems provide quick, direct access to
data
Genuine gains in morale and productivity

Maintaining Control in a Decentralized


Structure
Place limits on authority empowered employees can
exercise
Hold people accountable for their decisions
Institute compensation incentives that reward employees
for doing their jobs in a manner contributing to good
company performance
Create a corporate culture where
theres strong peer pressure on
employees to act responsibly

Step 4: Provide for Internal


Cross-Unit Coordination
Classic method of coordinating activities Have
related units report to single manager
Upper-level managers have clout to
coordinate efforts of their units

Support activities should be


woven into structure to
Maximize performance of primary activities
Contain costs of support activities

Formal reporting relationships often need to be


supplemented to facilitate coordination

Coordinating Mechanisms to Supplement the Basic


Organization Structure

Cross-functional task forces


Dual reporting relationships
Informal networking
Voluntary cooperation
Incentive compensation tied
to group performance
Teamwork and crossdepartmental cooperation

Step 5: Provide for


Collaboration With Outsiders

Need multiple ties at multiple levels to ensure


Communication
Coordination and control

Find ways to produce collaborative efforts to


enhance firms capabilities and resource strengths

While collaborative relationships present opportunities, nothing


valuable is realized until the relationship develops into an
engine for better organizational performance

Roles of Relationship Managers


With Strategic Partners
Get right people together
Promote good rapport
See plans for specific activities
are developed and implemented
Help adjust internal procedures
and communication systems to
Iron out operating dissimilarities
Nurture interpersonal ties

Perspectives on Organizing
All basic organization designs have strategy-related
strengths and weaknesses
No ideal organization design exists
To do a good job of matching
structure to strategy
Pick a basic design
Modify as needed
Supplement with appropriate coordinating, networking, and
communication mechanisms to support effective execution of the
strategy

Organizational Structures of
the Future: Overall Themes
Revolutionary changes in how work is organized have
been triggered by
New strategic priorities
Rapidly shifting competitive conditions

Tools of organizational design include

Empowered managers and workers


Reengineered work processes
Self-directed work teams
Rapid incorporation of Internet
technology
Networking with outsiders

The future
structure
will be . . .

Drawbacks of Centralized
Authoritarian Structures
Centralized or authoritarian structures have often
turned out to be a liability where
Customer preferences shift from
standardized to customized products
Product life-cycles grow shorter
Flexible manufacturing replaces
mass production
Customers want to be treated as individuals
Pace of technological change accelerates
Market conditions are fluid

Characteristics of
Organizations of the Future
Fewer barriers between

Different vertical ranks


Functions and disciplines
Units in different geographic locations
Company and its suppliers, distributors,
strategic allies, and customers

Change &
Learning

Capacity for change and rapid learning


Collaborative efforts among people in different
functions and geographic locations
Extensive use of Internet technology
and e-commerce business practices

Acquisition and Restructuring Strategies

Merger

Mergers and Acquisitions

A transaction where two firms agree to integrate their


operations on a relatively coequal basis because they have
resources and capabilities that together may create a stronger
competitive advantage

Acquisition
A transaction where one firm buys another firm with the
intent of more effectively using a core competence by
making the acquired firm a subsidiary within its portfolio of
businesses

Takeover
An acquisition where the target firm did not solicit the bid of
the acquiring firm

Problems in
Achieving Success

Reasons for
Acquisitions
Increased
market power

Integration
difficulties

Overcome
entry barriers

Inadequate
evaluation of target

Cost of new
product development

Large or
extraordinary debt

Increased speed
to market

Acquisitions

Inability to
achieve synergy

Lower risk
compared to developing
new products

Too much
diversification

Increased
diversification

Managers overly
focused on acquisitions

Avoid excessive
competition

Too large

Reasons for Acquisitions


Increased Market Power
Acquisition intended to reduce the competitive balance of
the industry
Example: British Petroleums acquisition of U.S. Amoco

Overcome Barriers to Entry


Acquisitions overcome costly barriers to entry which may make
start-ups economically unattractive
Example: Belgian-Dutch Fortis acquisition of American
Bankers Insurance Group

Lower Cost and Risk of New Product Development


Buying established businesses reduces risk of start-up
ventures
Example: Watson Pharmaceuticals acquisition of TheraTech

Reasons for Acquisitions


Increased Speed to Market
Closely related to Barriers to Entry, allows market entry
in a more timely fashion
Example: Kraft Foods acquisition of Boca Burger

Diversification
Quick way to move into businesses when firm currently lacks
experience and depth in industry
Example: CNETs acquisition of mySimon

Reshaping Competitive Scope


Firms may use acquisitions to restrict its dependence on a
single or a few products or markets
Example: General Electrics acquisition of NBC

Problems with Acquisitions


Integration Difficulties
Differing financial and control systems can make integration
of firms difficult
Example: Intels acquisition of DECs semiconductor division

Inadequate Evaluation of Target


Winners Curse bid causes acquirer to overpay for firm
Example: Marks and Spencers acquisition of Brooks Brothers

Large or Extraordinary Debt


Costly debt can create onerous burden on cash outflows
Example: AgriBioTechs acquisition of dozens of small seed
firms

Problems with Acquisitions


Inability to Achieve Synergy

Justifying acquisitions can increase estimate of


expected benefits
Example: Quaker Oats and Snapple

Overly Diversified
Acquirer doesnt have expertise required to manage
unrelated businesses
Example: GE--prior to selling businesses and refocusing

Managers Overly Focused on Acquisitions


Managers may fail to objectively assess the value of
outcomes achieved through the firms acquisition strategy
Example: Ford and Jaguar

Too Large
Large bureaucracy reduces innovation and flexibility

Attributes of Effective Acquisitions

+ Complementary Assets or Resources


Buying firms with assets that meet current
needs to build competitiveness

+ Friendly Acquisitions
Friendly deals make integration go more smoothly

+ Careful Selection Process


Deliberate evaluation and negotiations is more likely
to lead to easy integration and building synergies

+ Maintain Financial Slack

Provide enough additional financial resources so


that profitable projects would not be foregone

Attributes of Effective Acquisitions

Low-to-Moderate Debt
Merged firm maintains financial flexibility

Flexibility
Has experience at managing change and is
flexible and adaptable

Emphasize Innovation
Continue to invest in R&D as part of the
firms overall strategy

Restructuring Activities
Downsizing
Wholesale reduction of employees
Example: Procter & Gambles cutting of its
worldwide workforce by 15,000 jobs

Downscoping
Selectively divesting or closing non-core businesses
Reducing scope of operations
Leads to greater focus
Example: Disneys selling of Fairchild Publications

Restructuring Activities
Leveraged Buyout (LBO)
A party buys a firms entire assets in order to take the
firm private.
Example: Forsmann Littles buyout of Dr. Pepper

Restructuring and Outcomes


Alternatives

Downsizing

Downscoping

Leveraged
Buyout

Short-Term
Outcomes

Long-Term
Outcomes

Restructuring and Outcomes


Alternatives

Downsizing

Short-Term
Outcomes
Reduced
Labor Costs

Long-Term
Outcomes
Loss of
Human Capital

Lower
Performance

Restructuring and Outcomes


Alternatives

Downsizing

Short-Term
Outcomes
Reduced
Labor Costs

Long-Term
Outcomes
Loss of
Human Capital

Reduced
Debt Costs

Lower
Performance

Emphasis on
Strategic Controls

Higher
Performance

Downscoping

Restructuring and Outcomes


Alternatives

Downsizing

Short-Term
Outcomes
Reduced
Labor Costs

Long-Term
Outcomes
Loss of
Human Capital

Reduced
Debt Costs

Lower
Performance

Emphasis on
Strategic Controls

Higher
Performance

High Debt
Costs

Higher Risk

Downscoping

Leveraged
Buyout

Corporate Entrepreneurship
and Innovation

Small Firms and Innovation


Small firms created most of the new jobs in the U.S.
in the 1990s and this will continue in the 21st
century
While large firms account for over 80% of the worlds
R&D spending, individuals or small firms are granted
more than half of U.S. patents
Many small firms are created when employees leave
large firms to start their own businesses, frequently
continuing to interact with their former firms to develop
innovations and new products

What is
entrepreneurship?
Defined simply, it is . . .
New Entry

That is, entering new or established


markets with new or existing goods and
services.

Entrepreneurship takes many forms


Markets
New

Products
&

New

Existing

Services

Established

Defining Entrepreneurship
Corporate Entrepreneurship
Firms capabilities to develop new goods or
services and manage the innovation process

Invention
Creating or developing a new product or process idea

Innovation
Creating a commercializable product from invention

Imitation
Adoption of innovation by a population of similar firms

An Entrepreneurial Orientation (EO)


provides a larger view of
entrepreneurship
EO refers to more than just new venture
creation.
It involves drawing on an entrepreneurial
perspective to achieve strategic renewal.
It refers to a mindset that affects company
practices and decision-making styles

An Entrepreneurial Orientation
consists of Five Dimensions

Innovativeness
Risk Taking
Proactiveness
Competitive Aggressiveness
Autonomy

INNOVATIVENESS
A willingness to support creativity and
experimentation in introducing new
products/services, and novelty,
technological leadership and R&D in
developing new processes; key is using
creative insights to achieve innovative
solutions.

RISK TAKING
A tendency to take bold actions by
venturing into the unknown and/or
committing a large portion of
resources to ventures with
uncertain outcomes; key is to
reduce uncertainty by effective risk
assessment.

PROACTIVENESS
A response to opportunities; occurs
when a firm has an opportunityseeking, forward-looking
perspective characterized by
introducing new products or
services ahead of the competition
and acting in anticipation of future
demand.

COMPETITIVE
AGGRESSIVENESS
A response to threats; refers to
the intensity of a firm's effort to
outperform industry rivals,
characterized by a strong offensive
posture or an aggressive
responses to competitor actions.

AUTONOMY
Independent action taken by
entrepreneurial champions or teams
aimed at bringing forth a new
venture and carrying it through to
completion.

Successful Entrepreneurship
The key to success with entrepreneurship and
innovation is moving from the invention of ideas
to effective commercialization and acceptance in
the marketplace

Innovation and Competitive Advantage


Difficult
Difficult for
for
competitors
competitors to
to imitate
imitate
Commercially
Commercially exploitable
exploitable
with
with present
present capabilities
capabilities
Provides
Provides significant
significant
value
value to
to customers
customers
Timely
Timely

Competitive
Competitive
Advantage
Advantage

Fostering Entrepreneurial Innovation


Three approaches:
Internal Corporate Venturing

Create it!

Cooperating to Produce Innovation

Co-opt it!

Acquiring Innovative Capability

Buy it!

Internal Corporate Venturing


Corporate Intrapreneurship can occur as either a
bottom-up process or as a top-down process
Autonomous strategic behavior is a bottom-up process
through which Product Champions pursue new product
ideas to commercialization
Product Champions are individuals who have an
entrepreneurial vision for a new product and seek
support for its commercialization

Internal Corporate Venturing


Induced strategic behavior is a top-down process
in which the current strategy and structure foster
product innovations that are closely associated
with the current strategy
Environmental uncertainty makes developing
entrepreneurship strategy highly complex
Requires a decision on which corporate resources
to deploy for new technology development and
which innovative ideas to bring to market

Appropriating Value from Innovation


Barriers to Integration
Different Time
Orientation
Interpersonal
Orientation
Different Goal
Orientatio
n of
Formality
Structure
Facilitators of
Integration
Shared Values
Leaders Vision
Budget Allocation
Effective
Communication

Time to
Market
CrossFunctional
Integration/
Design Teams

Product
Quality
Creation of
Customer
Value

Value
Appropriation
from
Innovation

Cooperating to Produce Innovation


Strategic alliances can help to foster innovation by
combining the knowledge and resources of two or
more partners
Firms must focus on building knowledge, identifying
core competencies and developing strong human
resources to manage these projects
Firms can also give away their core competencies by
outsourcing to alliance partners rather than developing
their own capabilities over time

Acquiring Innovative Capability


Many firms now use acquisitions of other firms as
a substitute for developing innovations internally
This can reduce risk and lower costly R&D
investments
The drawback is that firms can eventually lose
their ability to generate innovations internally

Thank You
Please forward your query
To: vstomar@amity.edu