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This document discusses different types of synergies that can be achieved through various strategic partnerships and combinations of resources. It identifies modular, sequential, and reciprocal synergies and analyzes the optimal strategic approach based on factors like the nature of resources, extent of redundant resources, market uncertainty, and competitive forces. Non-equity alliances are generally best for modular synergies while acquisitions are optimal for reciprocal synergies. The appropriate strategic choice also depends on how important soft resources are and the level of market uncertainty or competition.
This document discusses different types of synergies that can be achieved through various strategic partnerships and combinations of resources. It identifies modular, sequential, and reciprocal synergies and analyzes the optimal strategic approach based on factors like the nature of resources, extent of redundant resources, market uncertainty, and competitive forces. Non-equity alliances are generally best for modular synergies while acquisitions are optimal for reciprocal synergies. The appropriate strategic choice also depends on how important soft resources are and the level of market uncertainty or competition.
This document discusses different types of synergies that can be achieved through various strategic partnerships and combinations of resources. It identifies modular, sequential, and reciprocal synergies and analyzes the optimal strategic approach based on factors like the nature of resources, extent of redundant resources, market uncertainty, and competitive forces. Non-equity alliances are generally best for modular synergies while acquisitions are optimal for reciprocal synergies. The appropriate strategic choice also depends on how important soft resources are and the level of market uncertainty or competition.
Three kinds of synergies by combining and customizing
resources differently Modular synergies: Airlines and hotels (non-equity alliances best way) Sequential synergies: Rigid contracts or equity based alliances Reciprocal synergies: Acquisitions is the best way Nature of Resources Synergies should be created using hard or soft resources? Relative importance of soft to hard resources: Low: non-equity alliance Low/medium: Acquisition High: equity alliance Extent of Redundant Resources High: acquisition/ merger preferred Medium Equity Alliance Low: Non-equity alliance
Market Factors Degree of Uncertainty: For a particular collaboration, the degree of uncertainty can be low, high or medium High uncertain: Equity alliance Low/ Medium: Acquisitions Low: Nonequity alliance Forces of Competition Degree of competition for resources: Low: non-equity alliance Medium: equity alliance High: Acquisitions