Subject category:
Strategy and General Management
Published by:
INSEAD
Version: 09.2006
Length: 6 pages
Data source: Published sources
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https://casecent.re/p/63820
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Abstract
This case describes the evolution of General Motor's (GM) strategy of establishing a network of strategic alliances with Asian companies. These relationships involved Toyota, Fanuc Robitics and a number of smaller auto manufacturers and their suppliers. It is a follow-up case to the Harvard Business School case 'General Motors' Asian Alliances'. The case aims to illustrate how different alliances that GM has forged in the 1970s and 1980s have evolved into the 21st century. When used together with the Harvard Business School case this case illustrates the outcomes of GM's competitive, co-operative, pre-competitive and pro-competitive alliances (see Yoshino and Rangan 'Strategic Alliances: An Entrepreneurial Approach to Globalisation' Ch 1).
Location:
Industry:
Size:
USD184,632 million in sales (2003)
Other setting(s):
1990-2005
About
Abstract
This case describes the evolution of General Motor's (GM) strategy of establishing a network of strategic alliances with Asian companies. These relationships involved Toyota, Fanuc Robitics and a number of smaller auto manufacturers and their suppliers. It is a follow-up case to the Harvard Business School case 'General Motors' Asian Alliances'. The case aims to illustrate how different alliances that GM has forged in the 1970s and 1980s have evolved into the 21st century. When used together with the Harvard Business School case this case illustrates the outcomes of GM's competitive, co-operative, pre-competitive and pro-competitive alliances (see Yoshino and Rangan 'Strategic Alliances: An Entrepreneurial Approach to Globalisation' Ch 1).
Settings
Location:
Industry:
Size:
USD184,632 million in sales (2003)
Other setting(s):
1990-2005