商科公司合作案例分析全英文Word文件下载.doc
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商科公司合作案例分析全英文Word文件下载.doc
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Non-competitiveStrategicCooperation/Alliance:
@#@AppleandNikeinSportsWearableEquipmentField@#@Astheworld'@#@smostvaluablehigh-techcompany,Applehasalwaysbeenanexpertinusingdiversifieddevelopmentstrategies.Methodsofdevelopmentcanbeclassifiedintointernaldevelopmentmethodsandexternaldevelopmentmethods.Andtheexternaldevelopmentmethodsincludemergers,acquisitionsandcooperation/alliances.ApplehaskeptgoodcooperationrelationshipwithNikeoverthepastdecadeandthepapertriestoanalyzethenon-competitivestrategiccooperationalliancebetweenthesetwogiantsofdifferentfields.@#@Twoindependentfirmsandthecooperationfield@#@NIKEistheworld'@#@sleadingsportinggoodsmanufacturer,Nikehasinvestedalotofmanpowerandmaterialresourcesinnewproductinnovationanddevelopment.Appleisknownforitsinnovationamongalltheworldwidehigh-techcompanies.ThecooperationfieldofAppleandNikeisthefieldofsportswearableequipment,whichcanhardlytobecompletedbyeithercompanyalone.Appleisahardwaredevicemanufacturer,Nikeisasportsequipmentmanufacturer.AslongasAppleiswillingtoprovideapplicationsupportforNike,NikewillbeveryhappytosellitsproductsthroughApple.Thereisnosubordinaterelationshipsbetweenthem.Remainingindependent,theycooperatetoundertakeactionsinthefieldofsportswearableequipment,Thetwocompanieshavebeentogetherdevelopingsportswearableequipmentmarketforabouttenyearsundertheecologicalenvironmentofdigitalproductsandservices,tobringaricheruserexperienceforallpeople.@#@Cooperationandnon-competitivestrategiccooperation@#@AppleandNike,thetwoindependentfirms,havereachedanagreementtosharetheirresourcesandcapabilities(Apple’shardwareandNike’ssportsusergroup)toreinforcetheircompetitiveadvantageinthefieldofsportswearableequipment,whichiscalledthecooperationbetweenAppleandNike.@#@Intraditionalcooperation/alliance,thecoordinatedfirmsareinthesameorrelatedindustriesor,inthesameupstreamanddownstreamindustrychain,thusthefirmswillfacedirectcompetitionorwillfacepricecompetitionbetweenthetwosides.ButthereisnodirectcompetitionrelationshipbetweenAppleandNike,thereforethiskindofcooperationisnon-competitivestrategiccooperation.@#@Long-termcontractualagreementsandshareholderagreements@#@Infact,asearlyas10yearsago,ApplebeganitscooperationwithNike.In2006,AppleandNikelaunchedaNike+iPodsportspackage.Throughthewireless,thebuilt-inchipintheNikeshoeswasconnectedwiththeiPod,andtheuserscouldrecordtheirtime,distance,speed,heartrate,calorieconsumptionandotherdataduringtheirexercisethroughtheiPod.Itwastheworld'@#@sfirstgenerationofwearablesportsequipmentaswell.@#@Overtheyears,AppleandNikehaskeptcooperationrelationshipintheinitialNike+project.In2011,NikeindependentlylaunchedtheNike+FuelbandwristbandandApplestoresandonlinestoresbegantosellFuelBandintheUnitedStates,CanadaandUK.InSeptember2016,AppleandNikelaunchedanewversionofiWatch2--AppleWatchNikePlus.ThedevicedeeplyintegratedthesportspropertiesandsocialpropertiesofNike+,whoseinterfacedisplayinformationandSirifunctionhasbeenoptimizedaccordingtosportscharacteristics.@#@ThesehaveprovedthatAppleandNike’scooperationinsportswearableequipmentfieldisalong-termcooperation.Startedwithaninnovatedideaofthefirstproductofwearablesportsequipment,bothsideshaveobtainedsatisfactoryprofit,especiallythesalesvolumeofiPodinthesportsfieldfrom2006to2008increasedsharply.Althoughtherewerenojointventuresestablishedorsharesacquisitionwaysdefined,thetwofirmsstillcouldearnmuchbenefitgeneratedfromtheproductssellingofcooperationagreement.Inlateryears,NikeindependentlylaunchedtheNike+Fuelband,whosemarketsharewasnotverygreatwhileApplefocusedonothermarketsegments,sothe2016iWatchNikePluswithsportsattributemarkedthatAppleandNikewouldcontinuetoenterthewearablesportsequipmentmarkethandinhand.Therefore,althoughthecooperationbetweenthetwosidesisalong-termandcontinuous,thecooperationisalsoconditionalandphased,changingwiththeaimedbusiness(wearablesportsequipment)marketenvironment.@#@Interorganizationalnetworks@#@AppleandNikehavedeepinterorganizationallinks.Infact,asearlyasin2005,beforethelaunchofNike+iPod,CookjoinedtheNikeboardasApple'@#@sCOOhasandplayedanimportantrole.HeservedasChairmanoftheBoardofRemunerationCommitteeandbecameamemberoftheEnterpriseManagementCommitteeofNike.InearlyJulyof2016,AppleCEOCookwasappointedasNike'@#@schiefindependentdirector.Theseniormanagementmobilizationofbothsides
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