Commitment In Strategic Alliances

Name: Instructor: Institution: Date: Coursework 5 Q1. Commitment in a strategic alliance implies understanding and putting in extra effort to make the alliance a success. Therefore, organizations in an alliance must have trust in the capabilities and efforts of the other partner. As a result, Calculative commitment is derived from evaluations, expectations, and the future potential of the alliance. On the other hand, attitudinal commitment means that partners are willing to subject their resources to various risks just to make the alliance work. However, the venture is not guaranteed to work, which is why both sides should remain trustful of each other's intentions and dedication to the alliance. Therefore, commitment in strategic alliances must create interdependence that is essential in the alliance success. Q2. A successful e-commerce strategy is based on 3 pillars: putting the ERP and content data in order, having the right manpower, and a concrete business plan (Laudon, 2016). Based on the three pillars, the key steps for a successful e-commerce strategy are; Step 1: Set Goals; what do you hope to accomplish by adding a web store to the mix? Step 2: Determine Your KPIs; Key Performance Indicators help in keeping the eyes on the prize. Step 3: Define Your Target Market and Customers; are you targeting cities, states, or countries? Are you selling B2B, B2C, D2C, or a combination? Step 4: Customer Communication; a new web store means a new way to communicate with customers. How will the communication be beneficial? Step 5: create a roadmap; are you going for a big bang or a gradual introduction? This depends on resources. Step 6: put it into practice. Q3. Alliances that fail to meet strategic goals have failed to resolve the differences that exist between both organizations. However, in such conditions, Brouthers (2015) notes that alliances can be improved when each side respect the other partner’s structure, culture, and policies. Therefore, focusing and embracing how each organization engage in decision-making, allocate resources, and their views on ethical behavior can be very useful. This is because such aspects create a collaborative culture within the alliance. Q5. The internet and the World Wide Web go hand to hand with e-commerce. Therefore, MNCs managers will first and foremost consider the level of information technology infrastructure in a country. E-commerce thrives on a strong internet platform therefore; MNCs manager will favor countries with strong internet networks. In addition, countries are different from each other in terms of social and cultural factors. For instance, some counties have more online customers while other still use the traditional way. These differences are very real and significant as they can hinder or facilitate the E-commerce part of the MNCs. Furthermore, it is important to know the political and legal factors of country before committing resources. This is because governments of countries who have been dominated by foreign powers in the past are wary of anything foreign. On the other hand, trading blocs are important in e-commerce as they allow companies in a particular bloc to import, export and access a larger market. As a result, trade blocs provide a wide market with few regulations as most of the policies are standardized. In addition, some trade blocs have common visas thus managers of MNCs can easily travel around the bloc monitoring how the e-commerce is going on. Q4. E-commerce enablers are services that tackle capacity and administration related issues such as packing, storing, and possible delivering to the client. E-commerce enablers exist because some organizations don't have the internal assets or capacities to lead all the required e- commerce satisfaction. Consequently, they offer programming services that interpret obligations, web sites and figure delivering, and esteem included expenses. As a result, they ensure countries a...