Harvard Case - Moser Baer and OM&T - Choosing a Strategic Partnership Mode
"Moser Baer and OM&T - Choosing a Strategic Partnership Mode" Harvard business case study is written by Kannan Srikanth, Sonia Mehrotra, Priyank Arora, Geetika Shah. It deals with the challenges in the field of Strategy. The case study is 14 page(s) long and it was first published on : Jun 25, 2014
At Fern Fort University, we recommend Moser Baer (MB) pursue a strategic alliance with OM&T, leveraging a joint venture structure. This approach allows MB to gain access to OM&T's manufacturing expertise and market access in the emerging Indian market, while simultaneously mitigating the risks associated with full-scale acquisition or a purely contractual partnership.
2. Background
The case study focuses on Moser Baer (MB), a leading manufacturer of optical media, seeking to expand its operations into the rapidly growing Indian market. MB faces challenges in navigating the complex regulatory landscape and establishing local manufacturing capabilities. OM&T, a successful Indian manufacturer of optical media, presents a potential strategic partner. The case study explores various partnership models, including acquisition, joint venture, and contractual arrangements, to determine the optimal path for MB's expansion.
3. Analysis of the Case Study
Strategic Analysis:
- Porter's Five Forces: The Indian optical media market is characterized by intense competition, with several local players and global giants vying for market share. The bargaining power of buyers is moderate, while the threat of new entrants is relatively low due to high entry barriers.
- SWOT Analysis:
- MB Strengths: Strong brand recognition, established global presence, technological expertise.
- MB Weaknesses: Limited understanding of the Indian market, lack of local manufacturing capabilities.
- MB Opportunities: Expanding into the rapidly growing Indian market, leveraging OM&T's local expertise and market access.
- MB Threats: Competition from local players, regulatory hurdles, potential cultural clashes.
- Value Chain Analysis: MB's core competency lies in its technology and manufacturing capabilities. A successful partnership with OM&T would allow MB to leverage OM&T's strengths in local manufacturing, distribution, and market access, thus strengthening its value chain in the Indian market.
- Resource-Based View: MB possesses valuable resources in its technological expertise and brand equity. A strategic alliance with OM&T would allow MB to access OM&T's complementary resources, such as local manufacturing capacity and market knowledge, creating a synergistic advantage.
Financial Analysis:
- Financial Feasibility: The joint venture structure allows for a more measured investment approach compared to a full acquisition, reducing financial risk.
- Return on Investment: The potential for significant market share growth and profitability in the Indian market justifies the investment in the partnership.
Marketing Analysis:
- Market Segmentation: The Indian market presents diverse consumer segments with varying needs and preferences. A strategic alliance with OM&T would allow MB to tailor its product offerings and marketing strategies to specific segments.
- Brand Management: MB's strong brand recognition can be leveraged in the Indian market through strategic marketing campaigns and product positioning.
Operational Analysis:
- Manufacturing Processes: OM&T's expertise in local manufacturing can be leveraged to optimize production processes and reduce costs.
- Supply Chain Management: The partnership can streamline supply chain operations, ensuring efficient distribution and delivery of products to the Indian market.
Cultural Analysis:
- Organizational Culture: MB and OM&T need to carefully consider cultural differences and potential integration challenges. Open communication, mutual respect, and a shared vision are crucial for a successful partnership.
4. Recommendations
- Joint Venture Structure: MB and OM&T should form a joint venture, allowing both companies to contribute resources, share risks, and benefit from each other's expertise.
- Clear Roles and Responsibilities: Define clear roles and responsibilities for each partner, ensuring a smooth flow of operations and decision-making.
- Cultural Integration: Develop strategies to foster cultural understanding and collaboration between the two organizations.
- Strategic Planning: Develop a comprehensive strategic plan outlining the joint venture's objectives, market entry strategy, and operational roadmap.
- Performance Monitoring and Evaluation: Implement a robust performance monitoring system to track progress, identify areas for improvement, and ensure alignment with strategic goals.
5. Basis of Recommendations
- Core Competencies and Mission: The joint venture aligns with MB's core competencies in technology and manufacturing, while expanding its market reach and achieving its growth objectives.
- External Customers and Internal Clients: The partnership caters to the needs of both external customers in the Indian market and internal stakeholders, including employees and investors.
- Competitors: The joint venture will allow MB to compete effectively against local players and global giants in the Indian market.
- Attractiveness: The joint venture offers significant potential for market share growth, increased profitability, and long-term value creation.
6. Conclusion
A strategic alliance through a joint venture structure presents the most viable option for MB's expansion into the Indian market. This approach allows MB to leverage OM&T's local expertise and market access while mitigating the risks associated with full acquisition or a purely contractual partnership.
7. Discussion
Alternative Options:
- Full Acquisition: While this would provide full control over the Indian operations, it carries significant financial risk and potential cultural integration challenges.
- Contractual Partnership: This option offers limited control and potential for conflicts over intellectual property and operational efficiency.
Risks and Key Assumptions:
- Cultural Integration: Potential for conflicts and challenges in integrating the two organizations' cultures.
- Regulatory Environment: Navigating complex regulations and potential changes in the Indian market.
- Competition: Intense competition from local and global players could impact market share and profitability.
8. Next Steps
- Due Diligence: Conduct thorough due diligence on OM&T to assess its financial health, operational capabilities, and cultural fit.
- Negotiation: Negotiate a mutually beneficial joint venture agreement outlining roles, responsibilities, and financial arrangements.
- Integration Planning: Develop a detailed integration plan to address cultural differences, operational processes, and marketing strategies.
- Market Entry: Implement a phased market entry strategy, starting with a pilot launch and gradually expanding operations based on market response.
The success of this strategic alliance hinges on careful planning, effective communication, and a commitment to collaboration between MB and OM&T. By leveraging each other's strengths and navigating potential challenges, the joint venture can achieve significant growth and profitability in the dynamic Indian market.
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Case Description
"This case is set in December 2006 when the management at Moser Baer India Limited (MBIL) was faced with the critical decision of whether to pursue a strategic partnership with Optical Media and Technology (OM&T) and what form such a partnership should take. MBIL was India's largest and the world's third largest optical storage media manufacturer with a presence in over 82 countries, serviced through marketing offices in India, the United States and Europe. In 2006, MBIL had also entered the photovoltaic (PV) cells industry and aimed to succeed in this new business by leveraging its core process strength in "coating thin films on substrates". OM&T was based in a high technology cluster in Eindhoven, the Netherlands and was known in the industry for its contribution to prototyping, standardization and pilot production of advanced optical disc formats such as Digital Versatile/ Video Disc (DVD) and Blue Laser Discs (Blu-ray discs). For the MBIL management team, all the options were on the table -- a licensing arrangement, a strategic alliance by taking an equity stake in the company or a complete acquisition of the company. After careful evaluation, they had to choose the most appropriate option and arrive at a decision."
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