Kelompok 7

Rahma Khalifatul Jannah

Refika Tiara
Rifki Cikita NZ
Strategic Relationships
The formation of strategic relationships among suppliers, producers, distribution channel
organizations, and customers.
An important transformation of business has taken place in industry after industry driven by two
factors.
1. The age of mass production is over and customers demand unique value, so value is
shifting from products to solutions and experience, and consequently relationships are
taking over as the central element of exchange.
2. No single business is likely to be big enough to cope with complexand diverse customer
demands.
In this chapter exemine the nature and scope of the strategic relationships among various types of
partner.
1. Consider the rationale for interorganizational relationships and discuss the logic
underlying collaborative relationships
2. Look different kinds oforganizational relationships,followed by discussion of several
considerations that are important in developing effective interorganizational relationships
3. Examine several important issues concerning global relationships.
The rational for interorgnozational relationships
The various drivers of relationships fall into broad categories:
1. Opportunities ton enhance value by combining the competencies of two ormore
organiztions
2. Environmental complexity
3. Competitive strategy
4. Skills and resource gaps
Forms of organizational Relationships
1. supplier and customer partnerships (vertical relationships)
2. lateral and internal partnerships (horizontal relationships)
3. supplier relationships : providing goods and services, they impact on the focal firmss
ability to deliver value to its customer.
4. Customer partnerships : intemediate customers and end-use customer
 5. Lateral relationships : competitor
6. Internal relationships : strategic business unit, functional departements, employees within
business.
Supplier Relationshis
Strategic Suppliers
Outsourching
Intermediate customer relationships
Intermediate customers may include marketing intermediats,contoh: wholesalers and
retailers.
End-User Relationships
Strategic Customers
Strategic Alliance
Joint venture
Internal Prtnering
Managing Interorganizational Relationships
Objectives of The Relationships
1. New Technologies and Competencies
2. Developing New Markets and Building Market Position
3. Market Selectivity
4. Restructuring and Cost-Reduction
Relationship Management
1. Planning
2. Trust and Self-Interest
3. Conflicts
4. Reputational Risk
5. Leadership Structure
6. Flexibility
7. Cultural Differences
8. Technology Transfer
Partnering Capabilities
Control and Evaluation
Exiting from Alliance