SEVI 3013 Final Exam Questions & Answers 100% Solved!
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Course
SEVI 3013
Institution
SEVI 3013
Understand the Build-Borrow-Buy framework and be able to discuss its implications for decisions on acquiring resources and capabilities - ANSWERSa conceptual model that aids strategic leaders in deciding whether to pursue internal development (build), enter a contractual arrangement or strategic al...
SEVI 3013 Final Exam Questions &
Answers 100% Solved!
Understand the Build-Borrow-Buy framework and be able to discuss its implications for
decisions on acquiring resources and capabilities - ANSWERSa conceptual model that
aids strategic leaders in deciding whether to pursue internal development (build), enter
a contractual arrangement or strategic alliance (borrow), or acquire new resources,
capabilities, and competencies (buy)
Why did Lyft enter into strategic alliances with GM and Waymo? - ANSWERSattempt to
close the gap w/ Uber
What were the benefits of these strategic alliances for Lyft? - ANSWERS- competitive
advantage from Uber
- looking for cash/capital to get things done
What were the benefits of these strategic alliances for GM? - ANSWERS- (equity
alliance) allowed the firm to tap into the 2nd largest mobile transportation network
- allowed to enter into the mobile transportations and logistics market
- equity investment also allowed to hedge against uncertainty
What were the benefits of these strategic alliances for Waymo? - ANSWERS-
participate to get into a new industry
- new market of ridesharing
What are the benefits of strategic alliances (Borrow)? - ANSWERS- flexible
What are the benefits of internal development (build)? - ANSWERS- controllable in
business
- less expensive
What are the benefits of mergers/acquisitions (Buy)? - ANSWERS- overcoming barriers
of entry
- pre-empt people from getting to business
What are the risks of internal strategic alliances (Borrow)? - ANSWERSlong
negotiations and a lack of commitment and trust
What are the risks of internal development (build)? - ANSWERStime consuming and
overconfident w/ resources
What are the risks of mergers/acquisitions (Buy)? - ANSWERSmost costly, complex,
and difficult to reverse strategic option
, What are strategic alliances? - ANSWERSvoluntary arrangement between firms that
involves sharing of:
- knowledge
- resources
- capabilities
Why do firms enter into strategic alliances? - ANSWERS- strengthen competitive
position
- enter new markets
- hedge against certainty
- access critical complementary assets
- learn new capabilities
Non-equity alliance - ANSWERS- partnership based on contracts
- supply agreements, distribution agreements, licensing agreements, franchise
Equity alliance - ANSWERS- one partner takes partial equity stake in other (GM/Lyft)
Joint venture - ANSWERS- standalone organization, created and jointly owned by 2 or
more parent companies (Hulu)
What is meant by co-opetition and the learning race, as they relate to strategic
alliances? - ANSWERS- Co-opetition: cooperation by competitors to achieve a strategic
objective
- Learning Race: situations where both partners in a strategic alliance are motivated to
form an alliance for learning, but the rate at which the firms learn may vary.
--example) Toyota & GM - alliance w/ competitor
whoever learned what they need to learn first, Toyota, dissolved the alliance and exited
the race
What three components contribute to effective alliance management capability? -
ANSWERS1. Partner selection & alliance formation
2. Alliance design & governance
3. Post-formation alliance mgmt.
Mergers - ANSWERSjoining of 2 independent companies to form a combined entity
Acquisitions - ANSWERS- purchase of one company by another
- can be friendly / unfriendly (hostile)
Takeovers - ANSWERSone company takes control over another
Hostile takeovers - ANSWERStarget company does not wish to be acquired
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