SEVI 30103 Exam 3
1. Describe the Build step in the Build-Borrow-Buy framework: Internal organic growth through
development
2. Describe the Borrow step in the Build-Borrow-Buy framework: External growth through a contract /
strategic alliance
3. Describe the Buy step in the Build-Borrow-Buy framework: External growth through acquiring new
resources, capabilities, and competencies
4. Why did Lyft enter into strategic alliances with GM and Waymo?: To strength- en their competitive
position against Uber
5. How did Lyft benefit from its strategic alliances?: Expanded into new markets, learned new capabilities,
and strengthened their competitive position
6. How did GM benefit from their strategic alliance with Lyft?: Allowed them to enter the mobile
transportation and logistics market, and hedge against uncertainty
7. How did Waymo benefit from their strategic alliance with Lyft?: Gain CA over Otto and information from
millions of driver miles contributing to their AI self-driving capabilities
8. What are the benefits of internal development?: Offers control and builds long term competitive
advantages
9. What are the risks of internal development?: Requires significant investments in time and resources
10.What are the benefits of Strategic alliances?: Hedge against uncertainty, access new assets, and
learn new capabilities
11.What are the risks of strategic alliances?: Can lead to dependency and control issues, co-
opetition, and learning races
12.What are the benefits of M&A?: Reduction in competitive intensity, lower costs, increased
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, SEVI 30103 Exam 3
differentiation, and access to new capabilities
13.What are strategic alliances?: Voluntary arrangements between firms that involve the sharing of
knowledge, resources, and capabilities with the intent of developing processes, products, and
resources
14.Why do firms enter into strategic alliances?: Enable firms to achieve goals faster and at a lower cost
than going at it alone
15.What is a non-equity alliance?: A contract-based alliance where firms share explicit knowledge about
certain processes or products
16.What is an equity alliance?: Where one partner takes partial ownership in another partner,
allowing for the sharing of tacit knowledge
17.What is a joint venture?: A standalone organization created and jointly owned by two or more parent
companies. It is a long-term commitment and requires the sharing of both explicit and tacit knowledge
18.What is tactic knowledge?: Is knowledge concerning how a task is completed and is only acquired
through participating in the process
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1. Describe the Build step in the Build-Borrow-Buy framework: Internal organic growth through
development
2. Describe the Borrow step in the Build-Borrow-Buy framework: External growth through a contract /
strategic alliance
3. Describe the Buy step in the Build-Borrow-Buy framework: External growth through acquiring new
resources, capabilities, and competencies
4. Why did Lyft enter into strategic alliances with GM and Waymo?: To strength- en their competitive
position against Uber
5. How did Lyft benefit from its strategic alliances?: Expanded into new markets, learned new capabilities,
and strengthened their competitive position
6. How did GM benefit from their strategic alliance with Lyft?: Allowed them to enter the mobile
transportation and logistics market, and hedge against uncertainty
7. How did Waymo benefit from their strategic alliance with Lyft?: Gain CA over Otto and information from
millions of driver miles contributing to their AI self-driving capabilities
8. What are the benefits of internal development?: Offers control and builds long term competitive
advantages
9. What are the risks of internal development?: Requires significant investments in time and resources
10.What are the benefits of Strategic alliances?: Hedge against uncertainty, access new assets, and
learn new capabilities
11.What are the risks of strategic alliances?: Can lead to dependency and control issues, co-
opetition, and learning races
12.What are the benefits of M&A?: Reduction in competitive intensity, lower costs, increased
1/
11
, SEVI 30103 Exam 3
differentiation, and access to new capabilities
13.What are strategic alliances?: Voluntary arrangements between firms that involve the sharing of
knowledge, resources, and capabilities with the intent of developing processes, products, and
resources
14.Why do firms enter into strategic alliances?: Enable firms to achieve goals faster and at a lower cost
than going at it alone
15.What is a non-equity alliance?: A contract-based alliance where firms share explicit knowledge about
certain processes or products
16.What is an equity alliance?: Where one partner takes partial ownership in another partner,
allowing for the sharing of tacit knowledge
17.What is a joint venture?: A standalone organization created and jointly owned by two or more parent
companies. It is a long-term commitment and requires the sharing of both explicit and tacit knowledge
18.What is tactic knowledge?: Is knowledge concerning how a task is completed and is only acquired
through participating in the process
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11
