The Value Co-Creation Strategy for Telecommunication Carriers: Focusing on the Assessment of Potential Strategic Alliance Partners

Ryu, Min Ho

doi:10.1016/j.procs.2018.10.281

Cited by 8 publications

(16 citation statements)

References 7 publications

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“…External legitimacy (C 41 ) refers to the fact that enterprises and alliance partners must first obtain the legalization of the local government in the activities of multinational economic organizations before they can start operations and trade, and must avoid legal criminal responsibility [44]. Geographical fit (C 42 ) refers to the need to assess cultural differences and business values of the region in advance when the company organizes economic activities in different regions to avoid losses and reputational damage [28,38].…”

Section: Risk Factorsmentioning

confidence: 99%

“…Collaborating stability (C 43 ) is the attempt of companies to achieve the common goal of strategic alliances, and partners are built on mutual trust. Good cooperation stability effectively improves the performance of the overall supply chain and accelerates the expansion of new markets [28]. Government policy (C 44 ) refers to that the partners must comply with local government policies, laws, and related regulations.…”

Section: Risk Factorsmentioning

confidence: 99%

“…Wang et al [25] proposed a selection framework for aerospace and defense alliance partners with the use of the DEA approach to predict the future operational performance of viable alliance partners. There are also some studies that use MCDM to evaluate strategic alliance partners, such as collaborative development of communities [27], cocreation strategies for telecom operators [28], and innovation and entrepreneurship of clean technologies [29].…”

Section: Introductionmentioning

confidence: 99%

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A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry

Chang

Liou

2019

Sustainability

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Since the rise of strategic alliances which play such an important role in industry today, the biopharmaceutical industry worldwide has entered an era of rapid change and collaborative thinking. The strategic alliance is one of the most important strategies for the green biopharmaceutical industry. Member organizations in these alliances work together to create more advantageous biotechnologies based on environmental protection to achieve mutual benefits. In the past, there have been only a few studies discussing partner evaluations and the selection process for the green biopharmaceutical industry, so the criteria or indicators are still not complete. Therefore, this study proposes a novel multi-criteria decision-making (MCDM) framework for strategic alliance partner evaluation that combines the best-worst method (BWM) and the fuzzy TOPSIS technique based on the concept of aspiration level (called fuzzy TOPSIS-AL) to evaluate the performance and priority rankings of strategic alliance partners. The BWM overcomes the shortcomings of small sample sizes and streamlines the number of conventional pairwise comparisons needed. The fuzzy TOPSIS-AL technique introduces the concept of the aspiration level, thereby leading to more reasonable suggestions for improvement. In addition, data from a multinational green biopharmaceutical company survey are utilized to demonstrate the validity and applicability of the proposed model.

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Section: Risk Factorsmentioning

confidence: 99%

Section: Risk Factorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry

Chang

Liou

2019

Sustainability

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“…If a firm in an industry is able to deliver benefits to buyers at a low cost, the firm will have competitive advantage over rivals who cannot do this provided that it can sell at prices that are at or near the industry average. An organization that is able to use its value chain to create competitive advantage is able to continually reinvent itself and therefore have sustainable competitive advantage that will ensure that it will remain competitive in the long run unlike organization that try to be competitive based on factors that can be easily imitated by others such as price (Ryu, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…He derived that the foundations of industry structure are bargaining power of buyers, bargaining power of suppliers, threat of new entrants and the threat of substitute products. Ryu (2018) points out that, the core task of a strategist is to comprehend and cope up with competition. Although, most managers habitually define competition in a narrow sense, whereby they make an assumption that competition only happen among today's direct competitors.…”

Section: Introductionmentioning

confidence: 99%

Porter’s Five Forces Influence on Competitive Advantage in Telecommunication Industry in Kenya

Mugo

2020

EJBSM

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Purpose: Competition is at the core of existence of firms. This determines the appropriateness of a firm’s activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Many firms have performed poorly in a competitive environemnt due to failure to analyse and strategise on the Porter’s Five Forces, regardless of the industry sector. Competitive strategy aims to establish a profitable and sustainable position against the forces that determine industry competition. The purpose of the study was to investigate the influence of Porter’s Five Forces on competitive advantage in telecommunication industry in Kenya. The study aims at establishing the extent to which barriers to entry, rivalry among established firms, bargaining power of buyers, bargaining power of suppliers and substitute products influence competitive advantage of telecommunication industry in Kenya. Methodology:The study adopted desktopresearch. Specifically, the paper identified documentary evidence in the form of already completed studies that focused on influence of porters five forces on competitive advantage both locally, regionally and globally. Findings:The study findings indicated that there was threat of new entrants in the teleommunication industry in kenya due to presence of various competing firms. In addition, although the suppliers in the industry had formed associations to negotiate prices with the input providers, the buyers bargaining power was high. The firms had to strategize on how to attract and retain the customers to avoid shifting from one company to the other. Findings on bargaining power of buyers of mobile phone providers indicate that, firms have spent time and energy in ensuring their customers are well protected and incentivized so as to stick to their respective mobile networks. Similarly, findings on intensity of rivalry, indicate that to strategize and win in this highly competitive industry, product differentiation, process innovation, product innovation and technological innovation are some of the strategies the companies use to stay ahead. Findings on threat of substitute products indicate that, the industry has a number of substitutes that can highly influence the profitability of these companies. The study concludes that porters five forces framework indeed influenced performance of telecommunication firms in Kenya. The study also concludes that the threat of new entrants applies to the mobile phone providers in the Kenyan Telecommunication industry due to the presence of various competing organizations. These organizations are offering similar products and services such as mobile money transfer services, handheld devices, airtime and accessories. Unique contribution to theory, practice and policy The study recommends that the telecommunication firms should keep monitoring their business environment so as to structure the appropriate strategies to keep up with competition and technological changes.

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Value co-creation through social innovation: A study of sustainable strategic alliance in telecommunication and financial services sectors in Bangladesh

Babu

Dey

Rahman

et al. 2020

Industrial Marketing Management

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The Value Co-Creation Strategy for Telecommunication Carriers: Focusing on the Assessment of Potential Strategic Alliance Partners

Cited by 8 publications

References 7 publications

A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry

A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry

Porter’s Five Forces Influence on Competitive Advantage in Telecommunication Industry in Kenya

Value co-creation through social innovation: A study of sustainable strategic alliance in telecommunication and financial services sectors in Bangladesh

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