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Chapter 8. Collaboration Strategies

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Hangalan Hannah

on 11 March 2014

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Transcript of Chapter 8. Collaboration Strategies

Chapter 8. Collaboration Strategies
Instructor: Prof. Hsin-Min Hung
Presented by: Hannah 610132054
Agi 610132049
Dido 610132050

Main Idea
1. Dyesol case
2. Overview
3. Reasons for going Solo
4. Advantages of Collaborating
5. Types of Collaborative Arrangements
6. Choosing a Mode of Collaboration
7. Choosing and Monitoring Partners
8. Summary

Dyesol: Partnering to Harness the Power of the sun
Types of collaborative arrangements
Dye-sensitized solar cells(DSC)
A new type of low-cost thin-film solar cell that could generate electricity from sunlight in much the same way as plants conduct photosynthesis
In 2012, Australia based Dyesol was the world's foremost producer of building materials coated with dye-sensitized solar cells (DSC).
-The 5th largest steelmaker
-26 million USD in revenues in 2011
-subsidiary of TATA group
-A multinational glass manufacturer
-373 million USD revenue in 2011
-Headquartered in St.Helens, UK
-the Float Glass Process in 1950s and licensed
-In 2006, it was acquired by Nippon Sheet Glass (NSG) of Japan, together they formed the largest sheet-glass maker in the world.
The world's largest DSC module, printed onto steel in a continuous line
-Dyesol access to capital and manufacturing expertise
-raise awareness of DSC technology
-promote adoption of the technology across multiple international markets
-Tata Group's chemical business learn to reserve engineer Dyesol's dye product
-find ways to disturb Dyesol's patent
-make strong competitor
A 50/50 joint venture called DyeTec Solar
-use Dyesol's DSC coating on architectural glass to create photovoltaic functionality
-marketed to customers who valued solar energy
-Coated sheet-glass solar panels had never before been utilized in the commercial market
-require significant time and investment
-high uncertainty
The advantages of going solo are compared with those of collaborating, and then different forms of collaboration are compared.
Solo venture
Reasons for going SOLO
1. Availability of capabilities (does firm have needed capabilities in house? Does a potential partner?)
2. Protecting proprietary technologies (how important is it to keep exclusive control of the technology?)
3. Controlling technology development and use (how important is it for firm to direct development process and applications?)
Alliance is a general term that can refer to any type of relationship between firms.
4. Building and renewing capabilities (is the project key to renewing or developing the firm’s capabilities?)
Collaborating can offer the following advantages:
1. Obtaining needed skills or resources more quickly
2. Reducing asset commitment and increase flexibility
3. Learning from partner
and transfer knowledge
4. Sharing costs and risks
Especially when project is very expensive or its outcome highly uncertain.
5. Can build cooperation around a common standard
Worldwide formation of technology or research alliances varies over time.
Choosing a Model of Collaboration
Partner Selection
Partner Monitoring and Governance
A number of factors will influence firm’s collaboration, but the importance places on controlling the development process and innovation produced
Firms may prefer in-house rather than access partner’s capabilities
Advantages of collaboration: sharing costs and risks, combining resource and skills, transferring knowledge and facilitating shared standards
The term Strategic Alliances, JV, Licensing, Outsourcing, Collective Research organizations
Depending on cost, control, speed, potential for leveraging existing competencies, potential for new competencies, or potential for accessing another firm’s competencies each collaboration mode poses a different set of trade-offs
Successful collaboration requires both Strategic fit and Resource fit
And also requires developing monitoring and governance mechanisms
Have a Nice Day !

Strategic alliances, joint ventures, licensing, outsourcing, and collective research organizations
A particular type of strategic alliance that entails significant equity investment and often establishes a new separate legal entity.

a contractual arrangement that gives an organization (or individual) the rights to use another’s intellectual property
When an organization (or individual) procures services or products from another rather than producing them in-house.

Strategic Alliances
formal or informal agreements between two or more organizations (or other entities) to cooperate in some way.
Joint Venture
Collective Research Organization
Organizations formed to facilitate collaboration among a group of firms.

Difficult to determine good for it or not
Collaboration partner can exploit relationship that using more but giving less
Managers can monitor limited number of collaboration
Company choose partners very carefully and establish appropriate monitoring
Also, firm can evaluate partners:
Impact on Opportunities and Treats in the external environment
Impact on Internal Strengths and Weakness
Impact on Strategic Direction
Resource fit
Strategic fit
Figure 8.2 Technology Alliance Strategies
Relational governance
Equity ownership
Alliance contracts
Governance/Control mechanisms
Doz and Hamel note that a firm’s alliance strategy might emphasize combining complementary capabilities or transferring capabilities. It might also emphasize individual alliances or a network of alliances
Full transcript