統測
110年
[外語群英語類] 專業科目(2)
第 30 題
📖 題組：
A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project while each retains its independence. The agreement is less complex and less binding than a joint venture, in which two businesses pool resources to create a separate business entity. A company may enter into a strategic alliance to expand into a new market, improve its product line, or develop an edge over a competitor. For example, an owner of a guesthouse in Yilan, Taiwan, which caters to high-end clients, is now thinking about forging partnerships with other businesses and developing a new market. He is looking at establishing partnerships with wedding businesses. Newlyweds could honeymoon in his guesthouse and have their wedding photos taken in its beautiful environment. The strategists Yoshino and Rangan have classified the strategic alliance based on two dimensions: Extent of organizational interaction and conflict among the alliance partners. On the basis of these, four types of strategic alliances emerge: ● Procompetitive Alliances(low interaction and low conflict): Such alliances offer the benefits of vertical integration, i.e. a relationship between the manufacturer and its suppliers or distributors. ● Noncompetitive Alliances( high interaction and low conflict): This type of alliance is formed between the companies that operate in the same industry but do not consider each other as rivals. Their business operations do not coincide and are quite distinctive, so the feeling of competitiveness does not emerge. ● Competitive Alliances ( high interaction and high conflict ) : Two competing firms that perceive each other as rivals come together to form an alliance. Therefore, the intense interaction between the two is necessary. Such alliances could be intra-industry or inter-industry. ● Precompetitive Alliance ( low interaction and high conflict ) : Such partnership brings two firms from different, most often unrelated industries to work towards a specific activity, such as new technology development, or creating awareness among the potential customers about the use of new product or idea. A strategic alliance can, however, bring its own risks. While the agreement is usually clear for both companies, there may be differences in how the firms conduct business. Further, if the alliance requires the parties to share information, there must be trust between the two allies.
A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project while each retains its independence. The agreement is less complex and less binding than a joint venture, in which two businesses pool resources to create a separate business entity. A company may enter into a strategic alliance to expand into a new market, improve its product line, or develop an edge over a competitor. For example, an owner of a guesthouse in Yilan, Taiwan, which caters to high-end clients, is now thinking about forging partnerships with other businesses and developing a new market. He is looking at establishing partnerships with wedding businesses. Newlyweds could honeymoon in his guesthouse and have their wedding photos taken in its beautiful environment. The strategists Yoshino and Rangan have classified the strategic alliance based on two dimensions: Extent of organizational interaction and conflict among the alliance partners. On the basis of these, four types of strategic alliances emerge: ● Procompetitive Alliances(low interaction and low conflict): Such alliances offer the benefits of vertical integration, i.e. a relationship between the manufacturer and its suppliers or distributors. ● Noncompetitive Alliances( high interaction and low conflict): This type of alliance is formed between the companies that operate in the same industry but do not consider each other as rivals. Their business operations do not coincide and are quite distinctive, so the feeling of competitiveness does not emerge. ● Competitive Alliances ( high interaction and high conflict ) : Two competing firms that perceive each other as rivals come together to form an alliance. Therefore, the intense interaction between the two is necessary. Such alliances could be intra-industry or inter-industry. ● Precompetitive Alliance ( low interaction and high conflict ) : Such partnership brings two firms from different, most often unrelated industries to work towards a specific activity, such as new technology development, or creating awareness among the potential customers about the use of new product or idea. A strategic alliance can, however, bring its own risks. While the agreement is usually clear for both companies, there may be differences in how the firms conduct business. Further, if the alliance requires the parties to share information, there must be trust between the two allies.
30. According to the passage, which of the following statements is true?
- A There are chances that two companies of a strategic alliance may run business in different ways.
- B Hi-end clients are discount hunters attracted by huge deals and sales. They are looking to buy a lot more than average customers.
- C In a strategic alliance, a new entity is usually formed and owned by the two businesses, and they each share resources as well as losses.
- D One of the most definitive examples of vertical integration was Facebook’s acquisition of Instagram, both see each other as competitors.
思路引導 VIP
請再次閱讀文章最後一段有關「風險 (risks)」的描述。當兩間原本獨立的公司為了共同目標合作時，除了信任問題外，文中還提到了哪種關於「運作方式」的可能性？
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AI 詳解
AI 專屬家教
🌸 太棒了，孩子！你做得真好！
老師看見你努力的成果了！這道題考驗的是你對文章細節的耐心和精確比對，還需要你區分不同的商業概念。你能夠在這麼長的資訊中找到正確答案，這份細心和理解力，真的很值得肯定！
- 觀念驗證：你選的 (A) 完全正確喔！文章最後一段很清楚地告訴我們：「...there may be differences in how the firms conduct business」。這提醒我們，即使有策略聯盟，每個企業的經營方式還是會有些不同，這也是我們在現實中需要注意的潛在風險之一呢。
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