[8] 2002 e-business-strategies-for-virtual-organizations

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Four stages of market evolution Market structure Regulations Minimal regulatory freedom � Strict controls on ownership/capital repatriation � Strict regulatory oversight Transparency Unfamiliar to outsiders � Outpost mentality Alliance focus Global players Market skimming � Limited involvement � Technology licensing distribution agreements Local players Local game, local players Characteristics of alliance environment Low profile, nonequity-based collaborations Figure 11.2 Evolution of market alliance Creating virtual cultures for global online communities burgeoning global economy. Alliances can seem the obvious solution for both sides. Yet alliances between global and emerging market players are hard to get right, and often highly unstable. Many have failed to meet expectations, required extensive restructuring, or been bought out by one of the partners. Differences of size, ownership structure, objectives, culture, and management style can all prove stumbling blocks. Alliances also need to recognize that there are four stages of market evolution and each stage of this will be driven by each partner’s shared strengths and weaknesses and by the relative importance of each contribution in shifting the balance of power (Figure 11.2). Regulations relaxed � Near majority or majority foreign stake allowed � Operating restrictions still exist (e.g. bureaucratic approvals Many global players present Few can replicate local market knowledge and government relationships Market access � Build options � Understand local market � Influence government Upgrade capabilities � Products � Technology � Capital Provide ‘escort’ service Rapid formation of many joint ventures Regulations liberalized � Fully owned subsidiaries � Operating controls eased � Market for corporate control emerges Many global players present Many global players have ‘insider’ knowledge Market growth � Prune options � Invest in winners Survival of fittest � Restructuring � Players without longterm advantage Dissolution of joint ventures, emergence of cross-border M & A, fully owned subsidiaries Examples Brazil (Telecom) China India UK Market deregulated � Free equity and capital flows � Operating freedom corporate control � Shareholder orientation Market integrated with global markets Market integration � Optimize global business system (e.g. by outsourcing) � Improve performance � New opportunities Genuine alliances � New markets � New products Full set of vehicles exist 243
e-Business Strategies for Virtual Organizations Figure 11.3 Checklists for power shifts 244 To assess whether an alliance will evolve the partners in the alliance should plot how contributions are likely to shift as shown in Figure 11.3. Likely evolution is along four paths: � sustainable power balance; � power shift to global partner; � power shift to local partner; � competition, dissolution or acquisition; as shown in Figure 11.4. These vulnerabilities are all inherent within global virtual alliances and must be recognized when global partnerships are formed. It is especially important to recognize that emerging market alliances pose different challenges to those faced by alliances in mature markets and are generally far less stable. Structural change in an industry is usually the result of cumulative processes leading to large-scale discontinuity. A virtual organization that wishes to take advantage of such discontinuity must have the ability to see it coming earlier than their competitors and to react more quickly and so require a focused strategy for change.
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e-Business Strategies for Virtual O
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e-Business Strategies for Virtual O
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Contents Computer Weekly Profession
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Contents 6 Globalization and e-busi
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Contents 11.6 The increasing power
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Computer Weekly Professional Series
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Authors’ Preface There are dozens
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Authors’ Preface model will there
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Authors’ Preface alliances, bette
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1 e-business and the virtual organi
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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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1.5 e-business e-business and the v
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Figure 1.3 e-business and the virtu
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Figure 1.4 Virtual objects, Scholz
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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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� empowerment of staff; Character
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e-business models for virtual organ
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3.4 Models of efficient response e-
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Figure 3.4 Star alliance model e-bu
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Figure 3.6 Market alliance model Fi
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Figure 3.10 Virtual alliance framew
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Figure 3.11 Virtual organizational
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References e-business models for vi
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IS planning strategies for emerging
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Figure 4.1 The evolution of IS/IT p
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Figure 4.3 A framework for SISP (Wa
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Figure 4.4 Planning adopts a busine
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Figure 4.5 Interconnected ecologies
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Figure 4.6 The interrelationships b
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4.8 Conclusion IS planning strategi
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References IS planning strategies f
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Moving from e-business to i-busines
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Globalization and e-business strate
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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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Outsourcing, partnering and the vir
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Page 224 and 225: e-business strategies in the virtua
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Page 244 and 245: 11 Creating virtual cultures for gl
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Page 266 and 267: References Creating virtual culture
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[8] 2002 e-business-strategies-for-virtual-organizations

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