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当前位置:首页 > 商业/管理/HR > 经营企划 > 国际战略联盟对企业国际化发展的思考——析L公司战略联盟计划
上海交通大学硕士学位论文国际战略联盟对企业国际化发展的思考——析L公司战略联盟计划姓名:陈洁申请学位级别:硕士专业:工商管理(MBA)指导教师:黄国祥20040111LJackWelchWTO“”LL,THEREFLECTOFINTERNATIONALSTRATEGICALLIANCEONENTERPRISESINTERNATIONALIZATIONANALYSISOFLCOMPANY’SSTRATEGICALLIANCEPLANABSTRACTWiththeworldeconomicintegrationandfastdevelopmentofscientifictechnology,thetraditionalenterpriseinternalresources,suchascheaplaborcost,resourcecost,cannotassurethecompetitionwinning.Nomatterhowbigthecompanyis,itcannotaffordthequickdevelopmentofboththemarketandthetechnology.JackWelch,theex-CEOofGE,saidthatyouwerewrongifyouthoughtyoucouldrunthebusinesswithoutcooperationwithothers.Internationalstrategicalliance,thepopularstrategicconceptofmultinationalcooperation,isoneofthemostefficientmethodstoenterthenewmarketwithlittleinvestmentrisk.Asoneorganizationalform,theinternationalstrategicallianceisaverypopularthemeinmanagementtheory.SinceChinaenteredWTO,therehasbeenmoreandmorebusinessopportunitybetweendomesticenterprisesandinternationalenterprises.Peopleareeagertoknowwhattheinternationalstrategicallianceis.Thispaperdiscussesthedevelopmentoftheinternationalstrategicalliancewhichistheadvancedmanagingstrategycreatedfrompracticeandhaslargeeffectonthemultinationalenterpriseresearch.Untilnow,thereisnogeneraltheoryofinternationalstrategicalliance.Thispaperintroducesthreecommonstrategicalliancetheories:strategicgaptheory,gametheoryandresource-basedview.Onthebasisofthetheory,thispaperputsforwardthedefinitionofinternationalstrategicalliance.Combinedwiththecharacteristicof“Co-petition”,thispaperanalysestheintrinsicreasonofstrategicalliance,classifiesinternationalstrategicallianceintodifferenttypesthroughdifferentanglesandconstruestherisksinstrategicalliance.Thispaperalsointroducestherefrigerationindustryindetail,includingtheindustrycharacteristics,industryrisksandalliancecasesinrefrigerationindustry.ReferredtothefailurereasonsofLCompany’sstrategicalliancewithonedomesticcompany,thispaperputsforwardsomepointsofview:differenceinbusinesscommunication,conflictofinterest,multi-culturedifference,unsuccessfulcasesinrefrigerationindustryandmatureofChinaindustrialpark.AstoChineseenterprises,discussiononinternationalstrategicalliancehasimportantpracticalmeaningtoenterpriseinternationalization.StrategicallianceisnotonlytheneedfortheselfdevelopmentofChineseenterprises,butalsotheneedtocompetewithmultinationalenterprises.ThispaperputsforwardsomesuggestionsfortheChineseenterprisestodevelopstrategicalliance,learnfromcooperationandwishthemmorecompetitiveinthecompetitionandcooperation.KEYWORDS:strategicalliance,cooperation,internationalization,economicintegration200412120031220031211()WTOLLL2111.11.1.12090191-1FIGURE1-1DevelopmentofInternationalStrategicAlliance1.1.220607080..JackWelch219793033.4%AutoAlliance8020%9.9%13%UACAR“216-7”905001/33/490%10-122/3(PeterDrucker)9031.21.2.1“”T.T.TyebjeeG.E.Osland“”StrategicGapICL1.2.2gametheorycoalitiongamenon-coalition3107.5%1+1241.2.3(resource-basedview,RBV)“”Toyo1.2.4CHART1-1CharacteristicsofInternationalStrategicAlliance52.12.1.1DEC·(J.Hopland)·(R.Nigel)()2.1.2(1),(2),,(3),,,,,,,,,,NUMMI(inter-rival)(4)62.1.3FIGURE2-1ModelofInternationalStrategicAlliance2.1.4R&D72.22.2.190%40001(R&D)234(EuropeanUnion)(NorthAmericanFreeTradeAgreement)(EuropeanStrategicProgramforResearchandDevelopmentinInformationTechnology,ESPRIT)(BasicResearchinIndustrialTechnologiesforEurope,BRITE)(ResearchandDevelopmentinAdvancedCommunicationTechnologyforEurope,RACE)(GeneralElectric)20002.2.282.2.32.2.4,,,,,,,2.2.52.32.3.16(1)9(2)(3)5(4)(5)7(6)72.3.23(1)50%50%IsuzuCAMI50-50Sub-B49%10DeltaMotorsCorp.AutoAllianceInternational,Inc.,FordUnion50-50SabanciHoldingToyotaSA50-50CorollaKriloscarGroupToyotaKriloscarMotorVolkswagen50-50Volkswagen-30%10%CHART2-1TypicalExamplesofJoint-ventureCompany(2)IBM1990199120049%1149%20%5%Samcor45%36.8%BritishAirways(Qantas)BritishAirwaysQantas25%(SairGroup)LTUSairGroupLTU49.9%CHART2-2TypicalExamplesofShare-holdingStrategicAlliance(3)VodafoneAir-TouchVodafoneVodafoneAir-TouchVodafoneAir-Touch123.13.1.13.1.23.1.33.1.413“”“”3.1.53.23.2.114MeijiMilkProductsBordenBorden1990-1992Borden3.2.23.2.315(Pepsico)(Lipton)3.33.3.1(GeneralElectric)(Rolls-Royce)19863.3.22090163.3.3(divestiturethinking)(alliancethinking)3.3.4(insidestraight)RoverHondaBritishAerospace81250%BMW64173.3.5743.3.6718KFCKFCCHART3-1AdvantageSupplementCreatesValue6519L4.1L4.1.1“”201070%10-30%4.1.24.1.3204.1.4FIGURE4-1KeyCompetitiveFactorsofCabinetsMarket4.1.5SANYOHUSSMANNHAIERFURENJINNAKANOXIAOYAFUJI21()Sanyo(JV)1200083%32%Haier/Carrier1000040%13%Hussmann1500027%13%Xiaoya1000040%10%Nakano(JV)1000040%13%CHART4-1InformationofMainCompetitors4.1.6202005CFCs0.6%WTOWTO4.1.722WTOIBMAB50%4.2L4.2.1LL4.2.2L202L1998L23LLLLL4-34.3L4.3.1LSWOTL7-11L122L7%-8%GDP24LFIGURE4-2SWOTAnalysisofLCompany4.3.2LLLLLBLB25B4.3.34.3.4L1LLLLLBBBL3BL2LLCKDBLOGOLBCKDBBLLLLBLBCKDBLBBLLB26LCHART4-2TargetComparisonofSino-GermanyJoint-ventureCompany3,,,,,,LB4275LBL28L5.15.1.11+125002005.1.2()()10-15295.1.35.25.2.1compatibility“”5.2.2305.2.35.2.45.2.510%5.2.63136
本文标题:国际战略联盟对企业国际化发展的思考——析L公司战略联盟计划
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