Internationalization of IdeaNet : Evaluation of Strategic Partner Alternatives
Haatio, Marko (2012)
Haatio, Marko
HAAGA-HELIA ammattikorkeakoulu
2012
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201205015657
https://urn.fi/URN:NBN:fi:amk-201205015657
Tiivistelmä
This project was organized and supervised by HAN-university as a graduation thesis and was done by a double degree student majoring in International Business and Management (IBM). Innovation Factory, a Dutch consulting and software development company specializing in idea management commissioned this project to increase growth through internationalization.
The thesis task was to identify and evaluate strategic alternatives on how partnering can be done. The main aim of this project was to give advice on what is the best way to internationalize through partnering. The research method was quantitative including observation and in- depth interviews with industry experts. In addition, a literature review on partner selection and evaluation was conducted.
The study reveals that Innovation Factory has the required attributes to pursue its current strategy but a strategic change might cause human resource related problems. The current product market is still emerging, lacking hard market data but the market can be seen as attrac- tive for existing companies. A strategic analysis supports the company’s choice of internationalization.
Partner selection is a complex process that needs to be evaluated on a case-to-case basis. It consists of multiple phases and evaluation needs to be done using both quantitative and qualitative criteria. The study highlights the importance of qualitative criteria and the importance of a mutually beneficial relationship. Three strategic alternatives for partnering were identified:
“Do Nothing”: No strategic change, opportunistic approach to partnering. “Internal Selection”: Partner selection and evaluation is done internally. “Expert Evaluation”: An external expert is used to assist in partnering process.
Due to the nature of partner selection, the feasibility of different strategic alternatives needs to be re-evaluated often. This leads to the conclusion that each alternative can be feasible in the right situation. To choose the best strategic alternative for the specific partnering situation, Innovation Factory should look at market attractiveness and availability of external expert.
This report provides a starting point for Innovation Factory’s chosen internationalization strategy. It helps the company to choose between the strategic alternatives of partnering, thus allowing the company to prioritize the use of its valuable human resources.
The thesis task was to identify and evaluate strategic alternatives on how partnering can be done. The main aim of this project was to give advice on what is the best way to internationalize through partnering. The research method was quantitative including observation and in- depth interviews with industry experts. In addition, a literature review on partner selection and evaluation was conducted.
The study reveals that Innovation Factory has the required attributes to pursue its current strategy but a strategic change might cause human resource related problems. The current product market is still emerging, lacking hard market data but the market can be seen as attrac- tive for existing companies. A strategic analysis supports the company’s choice of internationalization.
Partner selection is a complex process that needs to be evaluated on a case-to-case basis. It consists of multiple phases and evaluation needs to be done using both quantitative and qualitative criteria. The study highlights the importance of qualitative criteria and the importance of a mutually beneficial relationship. Three strategic alternatives for partnering were identified:
“Do Nothing”: No strategic change, opportunistic approach to partnering. “Internal Selection”: Partner selection and evaluation is done internally. “Expert Evaluation”: An external expert is used to assist in partnering process.
Due to the nature of partner selection, the feasibility of different strategic alternatives needs to be re-evaluated often. This leads to the conclusion that each alternative can be feasible in the right situation. To choose the best strategic alternative for the specific partnering situation, Innovation Factory should look at market attractiveness and availability of external expert.
This report provides a starting point for Innovation Factory’s chosen internationalization strategy. It helps the company to choose between the strategic alternatives of partnering, thus allowing the company to prioritize the use of its valuable human resources.