国际合作与战略管理(1)

InternationalCooperation&StrategicManagementWhatisaJointVentureAjointventure(JV)isabusinessenterpriseinvolvingtwoormorelegallydistinctpartnercompanies,eachofwhichplaysmorethanmerelyaninvestmentroleintheenterprise.AJVisconsideredinternationalifatleastonepartnerisheadquarteredoutsidethecountryofoperation,oriftheventureoperatessignificantlyinmorethanonecountry.国际合作与战略管理何为合资合资公司是由两个或两个以上的合作公司组成的企业，各方在企业中不仅仅是出资。合资公司中的一方如果总部设在国外，或者合资公司不止在一个国家进行经营，则认为该合资公司为国际性合资公司。InternationalCooperation&StrategicManagementWhyJointVentures?Astherearegoodbusinessandaccountingreasonstocreateajointventure(JV)withacompanythathascomplementarycapabilitiesandresources,suchasdistributionchannels,technology,orfinance,jointventuresarebecominganincreasinglycommonwayforcompaniestoformstrategicalliances.Inajointventure,twoormorepartnercompaniesagreetosharecapital,technology,humanresources,risksandrewardsinaformationofanewentityundersharedcontrol.国际合作与战略管理为什么要合资？有好的商业前景并且公司有相应的能力与资源，如分销渠道，技术或融资。合资已经成为企业战略联盟的一种常见方式。在合资公司中，两个或更多的企业分享资金、技术、人力资源，分担风险并且从这个共同管理的新的实体中获利。InternationalCooperation&StrategicManagementStrategicmotivesforJVformationWhydocompaniesforminternationaljointventures?1.Traditionally,toenterthemarketsofcountrieswithrestrictionsonforeigninvestment.2.Recently,drivenbyrapidlychangingmarketconditions.国际合作与战略管理建立国际性合资公司的战略目的为什么建立国际性合资公司?1.传统意义上来讲,外商投资进入一个国家的市场有一定的限制.2.最近,受快速变化的市场情况的影响.InternationalCooperation&StrategicManagement1.ThenumberofJVs,bothhorizontal(occurringbetweencompetingcompanies)andvertical(occurringbetweencompaniesoccupyingdifferentpositionswithinthevalue-chain),hasrisendramaticallyduringthepast20to30years.2.Thegreateststimulus=theemergenceofglobalcompetition.3.Otherinfluencesinclude:①Rapidtechnologicaldevelopment.②Highcostofresearchanddevelopment.③Theconcentrationofplayersinmatureindustries.④Governmentpoliciesinvariouscountriesandregions.国际合作与战略管理1.合资公司的数量在过去的20~30年间快速增长,包括横向增长（竞争公司之间）以及纵向增长（价值链内处于不同阵地的公司之间）。2.最大的促进因素=全球竞争的加剧。3.其它影响因素包括:①科学技术的迅猛发展。②研发的高成本。③商家对成熟行业的共同关注。④不同国家和地区的政府政策。InternationalCooperation&StrategicManagementThemotivesforJVformationinorderofimportance:1.Marketpenetration/expansion2.Internationalexpansion(internationalization)3.Maintainmarketpositioninexistingmarket4.Economiesofscale5.Alliancewithsupplier/distributionchannel6.Productdiversification国际合作与战略管理建立合资公司的目的:1.市场渗透\扩张。2.国际性扩张(国际化)。3.维持在现有市场的地位。4.因经营规模扩张而得到的经济节约。5.与供应商与分销商联盟。6.产品多样化。InternationalCooperation&StrategicManagementThemotivesforJVformationinorderofimportance:7.Spreadingriskassociatedwithinvestment8.Paybackoninvestment9.Exchangeofexistingtechnology10.SharingR&Dcosts11.Developnewtechnology12.Alliancetoconformtogovernmentpolicy13.Alliancewithcompetitortoreducecompetition国际合作与战略管理建立合资公司的目的:7.分散投资风险。8.获取投资回报。9.交流现有技术。10.共享R&D成本。11.开发新技术。12.联合遵守政府政策。13.与竞争者联盟以减少竞争。InternationalCooperation&StrategicManagementBenefitsofJointVenturesProvidecompanieswiththeopportunitytoobtainnewcapacityandexpertiseAllowcompaniestoenterintorelatedbusinessesornewgeographicmarketsorobtainnewtechnologicalknowledgeHavearelativelyshortlifespan(5-7years)andthereforedonotrepresentalong-termcommitmentIntheeraofdivestureandconsolidation,offeracreativewayforcompaniestoexitfromnon-corebusinesses:companiescangraduallyseparateabusinessfromtherestoftheorganization,andultimately,sellittotheotherpartnercompany(appr.80%ofalljointventuresendinasalebyonepartnertotheother).国际合作与战略管理合资公司的优势提供给公司获取新能力和新技术的良机使公司能够进入相关的业务领域或者进入一个全新的业务领域或是获取新的技术知识有一个相对较短的生命周期（5~7年），因此不代理长期委托在剥离与合并的时期，为公司提供一种新的退出非核心业务的方法：公司可以逐步的分离一项业务并最终将它卖给合作伙伴（约80%的合资公司最后由一个合伙人将其卖给另一个合伙人）。InternationalCooperation&StrategicManagementImportantFactorstobeConsideredBeforeaJointVentureisFormedScreeningofprospectivepartnersJointdevelopmentofadetailedbusinessplanandshortlistingasetofprospectivepartnersbasedontheircontributiontodevelopingabusinessplanDuediligence-checkingthecredentialsoftheotherparty(trustandverify-trusttheinformationyoureceivefromfromtheprospectivepartner,butit'sgoodbusinesspracticetoverifythefactsthroughinterviewswiththirdparties)Developmentofanexitstrategyandtermsofdissolutionofthejointventure国际合作与战略管理建立合资公司前应考虑的几个重要问题：甄别未来的合作伙伴共同实施一个具体的商业计划，根据各自的表现列出未来合作伙伴的清单信誉背景调查–验证合作伙伴的各种证明(“信任及校验”–相信你从合作伙伴那里得来的信息,但是通过与第三方的交流以便再次得到验证是一种好的商业习惯)完善退出战略以及合资企业解散条款InternationalCooperation&StrategicManagementImportantFactorstobeConsideredBeforeaJointVentureisFormedmostappropriatestructure(e.g.mostjointventuresinvolvingfastgrowingcompaniesarestructuredasstrategiccorporatepartnerships)availabilityofappreciatedordepreciatedpropertybeingcontributedtothejointventure;bymisunderstandingthesignificanceofappreciatedproperty,companiescanfundamentallyweakentheeconomicsofthedealforthemselvesandtheirpartners.specialallocationsofincome,gain,lossordeductiontobemadeamongthepartnerscompensationtothemembersthatprovideservices国际合作与战略管理建立合资公司前应考虑的几个重要问题：最合适的组织结构(例如，大多数的合资企业都包括处于快速发展阶段的公司作为战略合作伙伴)投入到合资公司中的增值财产与贬值财产的实用性；对增值财产的错误理解可能会导致对自己以及对合作伙伴的交易的损失合作伙伴之间在收益与损失之间的分配方式对提供服务者的报酬InternationalCooperation&Strateg