河南22选5今晚开奖结果记录: MBA課程論文:BellSouth案例分析

來源: 今天河南22选5开奖号 作者:anne 發布時間:2019-06-04 論文字數:0字
論文編號: sb2019060409255526585 論文語言:- 論文類型:-
I BellSouth南方貝爾 1.0 Introduction 簡介 BellSouth是美國第三大電信公司,為全球17個國家的4100萬客戶提供電信,無線電通信和娛樂服務,在線廣告,互聯網,數據和電子商務服務。在開發過程中,
I BellSouth南方貝爾
1.0 Introduction 簡介
BellSouth是美國第三大電信公司,為全球17個國家的4100萬客戶提供電信,無線電通信和娛樂服務,在線廣告,互聯網,數據和電子商務服務。在開發過程中,BellSouth與許多企業結成了聯盟,例如名為StarMedia Network的網絡媒體公司(Menkus,1990)。形成聯盟的過程為如何建立企業聯盟的研究和研究提供了寶貴的經驗(Coloma,2007)。本文首先介紹了BellSouth如何形成聯盟,然后描述了基于股權的聯盟和非股權聯盟的優缺點。最后,以BellSouth為例討論終止聯盟所帶來的考慮。
BellSouth is America's third largest telecom company which provides telecommunications, radio communications and entertainment services, online advertising, Internet, data and e-commerce services for 41 million customers in the 17 countries in the world. In the development process, BellSouth has formed alliances with a number of enterprises, such as the Network media company named StarMedia Network (Menkus, 1990). The process of forming alliances provides valuable experience for study and research on how to establish corporate alliances (Coloma, 2007). This article first introduces how BellSouth forms alliances, and then it describes the advantages and disadvantages of equity-based alliances and non-equity alliances. Finally, it takes BellSouth as an example to discuss the consideration brought by termination of alliances.
2.0 Main body主體
2.1 Steps of BellSouth’s forming alliancesBellSouth組建聯盟的步驟
BellSouth組建聯盟的步驟包括,首先,BellSouth收購了StarMedia的2500萬美元可轉換優先股,占該在線媒體公司股權的11%。其次,與公司合作創建網站,使聯盟客戶享受BellSouth的服務(Coloma,2007)。例如,StarMedia(STRM)和BellSouth(BLS)在拉丁美洲創建了一個網站,允許StarMedia的超過1200萬用戶通過BellSouth的服務使用計算機或手機訪問StarMedia網站。
Steps of BellSouth’s forming alliances include, first, BellSouth bought StarMedia's $ 25 million convertible preferred stocks, taking 11% of the online media company's equity. Second, partnering with the company to create Web sites that enable affiliate clients enjoy BellSouth’s services (Coloma, 2007). For instance, StarMedia (STRM) and BellSouth (BLS) created a website in Latin America that allowed StarMedia's more than 12 million users through BellSouth’s services to use computers or mobile phones to have access to StarMedia website.
2.2 Advantages and disadvantages of equity-based alliance基于股權的聯盟的利弊
2.2.1 Advantages優點
通過股權參與構建的戰略聯盟使聯盟成員突破各自的局限,利用其在特定領域的互補優勢來擴展業務。股權聯盟允許聯盟中的所有各方共同生產,分擔風險和分享利潤(Stouthuysen,Slabbinck,Roodhooft,2017)。
Strategic alliances constructed by way of equity participation make alliance members break through their respective limitations and utilize their complementary advantages in specific fields to expand their business. Equity alliances allow all parties in the alliance to jointly produce, share risks and share profits (Stouthuysen, Slabbinck, Roodhooft, 2017).
以股權為基礎的聯盟有利于擴大企業的財務實力,有助于增強互信和責任感,更有利于長期合作(DePamphilis,2017)。Equity-based alliance is conducive to expanding the financial strength of enterprises, and it helps to enhance mutual trust and sense of responsibility, which is more conducive to long-term cooperation (DePamphilis, 2017). 
2.2.2 Disadvantages
However, when partners collaborate in a coalition, they expose their potential knowledge, skills, and other valuable resources. Because the companies have a stake in the coalition, if the coalition fails, the money invested will go to naught; if the coalition terminates, it needs to be resold. The companies want to be detached from the alliance is also a very difficult and lengthy process with a high exit cost. Co-ownership not only reduces the flexibility of the companies’ strategy, but also reduces the flexibility of the decision-making of all parties involved in the alliance.
2.3 Advantages and disadvantages of non-equity alliances
2.3.1 Advantages
The advantage of non-equity alliance is that each of them does not need to form an economic entity or a permanent institution, and the structure is relatively loose. The cost of capital invested by the alliance of enterprises is relatively low, and the management of the alliance also has more flexibility. In non-equity alliances, all parties generally are in an equal and interdependent position and remain relatively independent in their operations, which is advantageous for protecting their own core technological advantages. 
2.3.2 Disadvantages
The disadvantages of non-equity alliances are poor control of the alliances, poor stability and a lack of long-term interests in the loose organizations, inadequate communication among members of the alliances, inefficient organizations, etc.
2.4 Reflection on termination of BellSouth’s alliances 
In the course of its development, BellSouth formed alliances with a number of companies, including StarMedia, IBM, and Protect One. Among them, there were successes and failures, such as its alliance with protect one in 2001, the alliance was terminated in 2007, the reason was that both parties have irreconcilable contradictions in their development strategy and marketing strategy, and the alliance has not brought the expected benefits to both parties. The author's thinking on the strategy of BellSouth’s alliances is that BellSouth always formed a alliance by way of equity-based alliance and hoped that the stability of the alliance would be guaranteed in this way. However, it did reduce the flexibility of the company's strategy and reduced the alliance flexibility of all parties' own decision-making, making the alliance fail to achieve the desired purpose. 
3.0 Conclusion
Different alliances have different advantages and disadvantages for enterprises. Enterprises should choose suitable ways of alliance based on their own needs and characteristics. For the same reason, BellSouth always forms alliances with equity-based alliances, which reduces each party's own decision-making flexibility. Therefore, in the future, it must find a balance between the stability and flexibility of the alliance.
 
References
Coloma, G. (2007). The effect of the Telefonica–BellSouth merger on the Argentine cellular telephone market. Telecommunications Policy, 31(8–9), 541-557.
DePamphilis, D. M. (2018). Chapter 15: business alliances: joint ventures, partnerships, strategic alliances, and licensing. Mergers, Acquisitions, and Other Restructuring Activities (Ninth Edition), 551-582.
Menkus, B. (1990). BellSouth hacker charges dropped. Computer Fraud & Security Bulletin, 10(10), 5.
Stouthuysen, K., Slabbinck, H. and Roodhooft, F. (2017). Formal controls and alliance performance: the effects of alliance motivation and informal controls. Management Accounting Research, 37(12), 49-63.
 

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