[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
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e-Business Strategies <strong>for</strong> Virtual Organizations<br />
Figure 3.5<br />
Value alliance model<br />
46<br />
store, but <strong>for</strong> REI’s physical stores as well. It has achieved this by<br />
creating <strong>virtual</strong> alliances, first by establishing firm and fast<br />
relationships with the printing company that continues to<br />
provide the paper brochures used by the physical stores, then by<br />
<strong>for</strong>ming similar alliances by extranet technology between the<br />
online store and its suppliers. This vendor extranet will result in<br />
tighter integration <strong>for</strong> better supply chain management and<br />
stock planning – moving toward a star alliance model, or<br />
perhaps a value alliance. Business pressures will determine the<br />
outcome and future extent of cooperation.<br />
3.4.4 Value alliance model<br />
Value alliance models bring together a range of products,<br />
services and facilities based on the value or supply chain (value<br />
and supply chains are discussed in greater depth in Chapter 5).<br />
Unlike the star model with its single core, the alliance model<br />
may take any one or a combination of steps in the value chain as<br />
the face or linking node of this chain to other parties. Normally<br />
companies will identify the highly in<strong>for</strong>mation-dependent<br />
processes and <strong>for</strong>m the value alliance along these lines.<br />
Participants may come together on a project-by-project basis but<br />
generally the general contractor provides coordination. Where<br />
longer-term relationships have developed the value alliance<br />
often adopts the <strong>for</strong>m of value constellations where firms supply<br />
each of the companies in the value chain, and a complex and<br />
enduring communications structure is embedded within the<br />
alliance. Substitutability has traditionally been a function of<br />
efficiency and transaction costs: creating partnerships has been a<br />
costly and slow <strong>business</strong> procedure, relying as it does on<br />
in<strong>for</strong>mation transfer, the establishment of trust and <strong>business</strong><br />
rules across time zones, culture, currency and legal frameworks.<br />
These have determined the relative positioning of partners on<br />
the chain and the reciprocity of the relationship. This model is