Στρατηγικές ανάπτυξης μέσω διεθνοποίησης: η περίπτωση μικρομεσαίας επιχείρησης με τη σύναψη στρατηγικής συμμαχίας

Φάκαλος, Ιωάννης

Master Thesis

Author

Φάκαλος, Ιωάννης

Date

2018-11-21

Abstract

Today’s businesses are active in the global economy, by means of adopting strategies that allow entrepreneurs of family corporations to increase opportunities. The strategy of internationalization through the establishment of strategic alliances is one of the development methods chosen by the entrepreneurs, but also in the particular case study, by the company Papanaretos SA, as it is a strategy that allocates the risk and the cost by two or more cooperating companies. The aim of the thesis is to study the specific strategies and to compare the techniques and procedures followed by the company in question. In addition, purpose of the thesis is the identification of the points for correction or change, as well as the extraction of conclusions that could help in other studies. For the above purpose, interviews were conducted and open-ended questionnaires were completed by the heads of the company's departments and the managing director, who are involved in the export business and cooperate with colleagues from the allied company. The reasons for the alliance were presented, which were the complementary abilities of Papanaretos SA. with the allied company, the first in the production of the product and the second in Marketing and sales, as well as the joint vision of the two companies to internationalize them in new markets with new products. The vertical complementary alliance created has resulted in the two companies combining some of their resources to create added value in different chunks of the Value Chain. Barriers in starting the alliance were mainly communication, which had to be done in a language that is not spoken in the everyday life of the two companies, but also the lack of trust trust between them. The management of the alliance is carried out by the two managing directors and horizontal channels of communication and cooperation, are created at all levels of the hierarchy of the two allied companies. The terms and responsibilities were not fully defined at the beginning of the partnership, and so misunderstandings and confusion were created, but these were overcome by mutual understanding and co-operation on both sides. With regard to the different parts of the company that cooperate to export, some departments (RnD, Quality, Logistics) were affected by the strategic alliance and other, like Production and Accounting, were only affected initially but later adjusted again. Finally, the managers of the departments (Logistics, Quality) that have frequent contact with their colleagues from the allied company, whose subject is dynamic and require constant update on the exports, are the managers who would consider the exclusive occupation of some of their employees within a new exports department.

Postgraduate Studies Programme

Βιομηχανική Διοίκηση και Τεχνολογία

Department

Σχολή Ναυτιλίας και Βιομηχανίας. Tμήμα Βιομηχανικής Διοίκησης και Tεχνολογίας

Number of pages

Language

Greek

URI

https://dione.lib.unipi.gr/xmlui/handle/unipi/11612

Collections

Τμήμα Βιομηχανικής Διοίκησης και Τεχνολογίας

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