1. What are the most interesting findings from alliance research as reported by Beamish and Lupton?
Findings reported by Beamish and Lupton on Research Alliance:
• Performance measures are not only profitability and stock market returns, as the stocks are sometimes not traded and objective is sometimes not short term profitability. Better are Surveys of JV managers regarding satisfaction on financial/operational performance, knowledge transfer and capability development.
Objective measures may include ROA, longevity, survival and stability of JV in addition to profitability. Any of the objective measures should be stated in the contract.
• Knowledge Management is dependent on partner’s motivation to learn, parent’s willingness to share. While …show more content…
Principal reasons for the success of Fuji-Xerox
• Fuji and Xerox enjoyed a very good relationship in R&D, manufacturing and at all managerial levels. Their goals for JV as described by Mr Kobyashi were mostly compatible and partially conflicting. That laid a strong foundation for JV.
• Establishment of JV did not deter Fuji to retain its existing practices of supply chain, long term planning, ringi system etc while taking the adoptable business practices of organizational structure and rental systems.
• Fuji Xerox developed its own manufacturing capability. By 1971 they had a plant of their own. The rising market demand was serviceable economically.
• Fuji Xerox also developed technical capabilities during this process of modifying Xerox designs to adapt to copiers of local market. FX- 2200 a technically superior product was a hit supplemented by aggressive sales strategies. They managed a competition of 11 companies quite well.
• TQC program- Strengthened quality and increased brand equity/better positioning in terms of quality helped the company.
• Codestiny, task force designed to review the JV periodically for renegotiation had increased the longevity and trust between partners. Canon’s challenge brought the partners closer and added flexibility to their
Findings reported by Beamish and Lupton on Research Alliance:
• Performance measures are not only profitability and stock market returns, as the stocks are sometimes not traded and objective is sometimes not short term profitability. Better are Surveys of JV managers regarding satisfaction on financial/operational performance, knowledge transfer and capability development.
Objective measures may include ROA, longevity, survival and stability of JV in addition to profitability. Any of the objective measures should be stated in the contract.
• Knowledge Management is dependent on partner’s motivation to learn, parent’s willingness to share. While …show more content…
Principal reasons for the success of Fuji-Xerox
• Fuji and Xerox enjoyed a very good relationship in R&D, manufacturing and at all managerial levels. Their goals for JV as described by Mr Kobyashi were mostly compatible and partially conflicting. That laid a strong foundation for JV.
• Establishment of JV did not deter Fuji to retain its existing practices of supply chain, long term planning, ringi system etc while taking the adoptable business practices of organizational structure and rental systems.
• Fuji Xerox developed its own manufacturing capability. By 1971 they had a plant of their own. The rising market demand was serviceable economically.
• Fuji Xerox also developed technical capabilities during this process of modifying Xerox designs to adapt to copiers of local market. FX- 2200 a technically superior product was a hit supplemented by aggressive sales strategies. They managed a competition of 11 companies quite well.
• TQC program- Strengthened quality and increased brand equity/better positioning in terms of quality helped the company.
• Codestiny, task force designed to review the JV periodically for renegotiation had increased the longevity and trust between partners. Canon’s challenge brought the partners closer and added flexibility to their