国际合作与战略管理知识

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1、International Cooperation&Strategic ManagementnWhat is a Joint VentureA joint venture(JV)is a business enterprise involving two or more legally distinct partner companies,each of which plays more than merely an investment role in the enterprise.A JV is considered international if at least one partne

2、r is headquartered outside the country of operation,or if the venture operates significantly in more than one country.国际合作与战略管理n何为合资何为合资合资公司是由两个或两个以上的合作公司组成合资公司是由两个或两个以上的合作公司组成的企业，的企业，各方在企业中不仅仅是出资。合资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，则认为该合资公司不止在一个国家进行经营，则认为该合资公司为国际性合

3、资公司。司为国际性合资公司。International Cooperation&Strategic ManagementnWhy Joint Ventures?As there are good business and accounting reasons to create a joint venture(JV)with a company that has complementary capabilities and resources,such as distribution channels,technology,or finance,joint ventures are becom

4、ing an increasingly common way for companies to form strategic alliances.In a joint venture,two or more partner companies agree to share capital,technology,human resources,risks and rewards in a formation of a new entity under shared control.国际合作与战略管理n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

5、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。International Cooperation&Strategic ManagementnStrategic motives for JV formationWhy do companies form international joint ventures?nTraditionally,to enter the markets of countries with restrictions on foreign investment.nRecently,driven

6、by rapidly changing market conditions.国际合作与战略管理n建立国际性合资公司的战略目的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?n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.n最近,受快速变化的市场情况的影响.International Cooperation&Strategic ManagementnThe number of JVs,both horizontal(occurring between competing companies)and vertical(occurring between companies occu

7、pying different positions within the value-chain),has risen dramatically during the past 20 to 30 years.nThe greatest stimulus=the emergence of global competition.nOther influences include:nRapid technological development.nHigh cost of research and development.nThe concentration of players in mature

8、 industries.nGovernment policies in various countries and regions.国际合作与战略管理n合资公司的数量在过去的2030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）。n最大的促进因素=全球竞争的加剧。n其它影响因素包括:科学技术的迅猛发展。研发的高成本。商家对成熟行业的共同关注。不同国家和地区的政府政策。International Cooperation&Strategic ManagementnThe motives for JV formation in order of import

9、ance:nMarket penetration/expansionnInternational expansion(internationalization)nMaintain market position in existing marketnEconomies of scalenAlliance with supplier/distribution channelnProduct diversification国际合作与战略管理n建立合资公司的目的:l市场渗透扩张。l国际性扩张(国际化)。l维持在现有市场的地位。l因经营规模扩张而得到的经济节约。l与供应商与分销商联盟。l产品多样化。I

10、nternational Cooperation&Strategic ManagementnThe motives for JV formation in order of importance:nSpreading risk associated with investmentnPayback on investmentnExchange of existing technologynSharing R&D costsnDevelop new technologynAlliance to conform to government policy7.Alliance with competit

11、or to reduce competition国际合作与战略管理n建立合资公司的目的:n分散投资风险。n获取投资回报。n交流现有技术。n共享 R&D 成本。n开发新技术。n联合遵守政府政策。n与竞争者联盟以减少竞争。International Cooperation&Strategic ManagementnBenefits of Joint VentureslProvide companies with the opportunity to obtain new capacity and expertiselAllow companies to enter into related bus

12、inesses or new geographic markets or obtain new technological knowledgelHave a relatively short life span(5-7 years)and therefore do not represent a long-term commitmentlIn the era of divesture and consolidation,offer a creative way for companies to exit from non-core businesses:companies can gradua

13、lly separate a business from the rest of the organization,and ultimately,sell it to the other partner company(appr.80%of all joint ventures end in a sale by one partner to the other).国际合作与战略管理n合资公司的优势合资公司的优势l提供给公司获取新能力和新技术的良机l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l有一个相对较短的生命周期（57年），因此不代理长期委托l在剥离与合并的时

14、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）。International Cooperation&Strategic ManagementnImportant Factors to be Considered Before a Joint Venture is FormedlScreening of prospective partnerslJoint development of a detailed business plan and short listing a set of pr

15、ospective partners based on their contribution to developing a business planlDue diligence-checking the credentials of the other party(trust and verify-trust the information you receive from from the prospective partner,but its good business practice to verify the facts through interviews with third

16、 parties)lDevelopment of an exit strategy and terms of dissolution of the joint venture国际合作与战略管理n建立合资公司前应考虑的几个重要问题：建立合资公司前应考虑的几个重要问题：l甄别未来的合作伙伴l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l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)l完善退出战略以及合资企业解散条款International Cooperation&Strategic

17、 ManagementnImportant Factors to be Considered Before a Joint Venture is Formedlmost appropriate structure(e.g.most joint ventures involving fast growing companies are structured as strategic corporate partnerships)lavailability of appreciated or depreciated property being contributed to the joint v

18、enture;by misunderstanding the significance of appreciated property,companies can fundamentally weaken the economics of the deal for themselves and their partners.lspecial allocations of income,gain,loss or deduction to be made among the partnerslcompensation to the members that provide services国际合作

19、与战略管理n建立合资公司前应考虑的几个重要问题：建立合资公司前应考虑的几个重要问题：l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)l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l合作伙伴之间在收益与损失之间的分配方式l对提供服务者的报酬International Cooperation&Strategic ManagementnHuman Resources StrategyWhile joint ventures are driven by business needs and are

20、implemented in accordance with a business plan or strategy which is generally stated in financial terms,it is the responsibility of the human resources function to translate the business plan into people terms.For a joint venture to be successful,senior management must address important human resour

21、ces issues and answer the following questions:lWhat will be your business strategy?How will it impact the people of your organization?国际合作与战略管理n人力资源策略人力资源策略合资企业受商业需求的驱动并根据商业计划书或企业战略进行运营，人力资源部门负责将商业计划分配给人。对于一个成功的合资企业来说，高级管理必须参与重要的人力资源管理事务并回答以下问题：l你的商业战略是什么?它如何对你组织内的员工产生影响?International Cooperation&St

22、rategic ManagementnHuman Resources StrategylWhat competences(knowledge,expertise,interpersonal skills)will be required to make the joint venture successful?What type of people should work in the joint venture?lHow will you create a hybrid culture that overcomes cross-cultural barriers?How will you b

23、ridge the gap between foreign and local management?lWhat structures,processes,and human resources programs should you implement in the joint venture to support the organizational goals?国际合作与战略管理n人力资源策略人力资源策略l成功的运营一个合资企业需要什么能力（知识、专业技能、交往能力）？什么样的人适合在合资企业中工作?l如何营造一种融合的文化氛围来消除跨文化壁垒？如何逾越国外管理与本土管理的鸿沟?l你将在

24、合资企业中采取什么样的组织结构、过程以及实施什么样的规划来支持组织目标的实现？International Cooperation&Strategic ManagementnHuman Resources(HR)Action Steps to Prepare for a Successful JVlBusiness StrategyBegin with a sound,well-articulated strategy.Before moving forward,determine and explain why you wish to enter into a joint venture,wh

25、y you have chosen your partner(s),and what you hope to achieve.Define involvement(managerial,capital,etc)of the partner companies and how long the JV will last.Put in place strategies to define governance,accountability,decision-making process,and conflict-and issue-resolution procedures.Ensure buy-

26、in and participation at the highest level.Consider outcomes:what could cause you to terminate the joint venture,and what is the preferred exit strategy.国际合作与战略管理n为实现一个成功的合资企业，人力资源所采取的为实现一个成功的合资企业，人力资源所采取的行动步骤行动步骤l商业计划商业计划首先要有一个缜密的战略计划。在行动之前，确定并解释为什么要成立合资企业，为什么要选择这个合作伙伴以及我们希望达到什么样的目标。定义合作伙伴的所有权（管理上的，

27、资金，等）以及该合资企业的寿命。定义管理、责任以及决策过程并说明解决冲突及各类问题的程序。确保大宗买卖以及高层事物的各方参与。考虑结果：什么会导致你终止合资企业，什么是你首选的退出方式。International Cooperation&Strategic ManagementnHuman Resources(HR)StrategyDevelop HR strategies that align and support the goals of the JV:develop a distinct identity and culture for the new organization;com

28、municate aggressively to employees;and establish distinct career paths,management,and a means of return for employees transferring to the JV.Create compensation,incentive,and retention programs tied to the success of the JV.Maintain open communication between the HR departments of the partners and t

29、he JV.国际合作与战略管理n人力资源策略人力资源策略发展支持合资企业目标并与之一致的人力资源战略：建立清晰的企业文化并积极在员工中推行;建立清晰的职业发展路径以及与企业的成功息息相关的补偿机制，激励机制以及保持机制。并保持与合作伙伴人力资源部门的沟通与联系。International Cooperation&Strategic ManagementnLeadership Define a process for leadership selection thats seen as fair and credible,and name top-tier leadership as soon

30、as possible.Look for key indicators of leadership potentials such as behavior,past experience,and measurable outputs.国际合作与战略管理n领导层领导层 提供一种选择领导人的公平可信的方法，可尽快的任命高层领导。关注一些潜在的关键特征，如行为举止，工作经验，工作业绩等。International Cooperation&Strategic ManagementnCommunicationTo engage and motivate your employees,communicat

31、ion should be frequent and used to create a common vision,establish a connection with leadership,explain the new rules,support the individual transition process,aid in retention,and ultimately,define the new organization in terms of We instead of an It or They.Share as much information as you can,an

32、d never make false promises.国际合作与战略管理n沟通沟通为激励员工，沟通是日行工作中必不可少的一项工作：建立与领导层之间的联系，解释新的规章制度，服务于员工的升迁，使公司具有一种凝聚力，并最终使员工在新的合资公司使用“我们”这样的术语，而不是“他”或是“他们”。和员工们分享你的信息，永远不要做出不能兑现的承诺。International Cooperation&Strategic ManagementnTalent lMake the identification,retention,and motivation of the key talent a top pr

33、iority.lKnow the employees motivators and de-motivators.lStructure programs to ensure retention.国际合作与战略管理n人才 l给与重要人才在认同，保留以及激励方面的优先考虑。l了解员工的促进因素与非促进因素l建立起确保可留住员工的计划International Cooperation&Strategic ManagementnPartner selectionA company will only benefit from a JV if the partner it selects has the

34、skills and knowledge to help it meet its strategic objectives.Partner selection is especially significant in dynamic and complex markets,because the right partner can make the venture more adaptable,improve the strategy-environment configuration for both companies,and reduce uncertainty.国际合作与战略管理n选择

35、合作伙伴选择合作伙伴如果所选择的合作伙伴能够帮助公司达到合资如果所选择的合作伙伴能够帮助公司达到合资公司的战略目标，那么此公司将能从中获利。公司的战略目标，那么此公司将能从中获利。合作伙伴的选择在动态的及复杂的市场中尤为合作伙伴的选择在动态的及复杂的市场中尤为重要重要,因为一个好的合作伙伴将使这个合资公因为一个好的合作伙伴将使这个合资公司更具适应性，提高两个公司的战略环境配置司更具适应性，提高两个公司的战略环境配置并减少不确定性。并减少不确定性。International Cooperation&Strategic ManagementPartner selection plays a piv

36、otal role in JV formation.A companys motives will determine the type of partner it selects.If only a few partners with the right characteristics are available,this may affect the scope and objectives of the JV.Several of the most important criteria are access to knowledge,trust,reputation and status

37、.国际合作与战略管理n选择合作伙伴在建立合资公司的过程中起着关键的作用.企业的动机将决定它所选的合作伙伴的类型.如果仅仅有很少的合作伙伴满足要求，将会影响到合资公司的规模和目标。几个重要的标准都有权得到知识、信任、声誉以及地位。International Cooperation&Strategic ManagementnLocal PartnersnKnowledge of local market.nFamiliarity with government bureaucracies and regulations.nUnderstanding of local labor markets.n

38、Existing manufacturing facilities.nForeign Partnersn1.Advanced process and product technologiesn2.Management know-how,andn3.Access to export markets.Both Partners-lower capital than going it alone.国际合作与战略管理n当地的合作伙伴n对当地市场的了解.n熟悉政府机构以及政策法规.n了解当地劳动市场.n拥有制造业设备.n国外的合作伙伴n先进的流程及产品技术.n管理技巧.n拥有出口市场.合资双方 都比自己

39、经营要降低成本.International Cooperation&Strategic ManagementnBroadly speaking,partner selection is based on two criteria:nTask-related criteria nPartner-related criteria国际合作与战略管理n一般来讲,选择合作伙伴有以下两个标准:n任务相关标准。n合伙人相关标准。International Cooperation&Strategic ManagementnTask-related criteria are the strategic comp

40、etencies to which a potential partner provides access.nProduct knowledge.nMarket knowledge.nRegulatory knowledge.nDistribution channels.nPartner-related criteria are the organizational features that determine the desirability of collaboration.nCollaborative know-how.nHow closely the partners busines

41、s relates to your own,andnSize of the partner company.国际合作与战略管理n任务相关标准任务相关标准是一个合作者所表现出的战略方面的能力：n产品知识.n市场知识.n管理的知识.n分销渠道.n合伙人相关标准合伙人相关标准是组织性特征体现合作的愿望：n合作诀窍.n合作伙伴业务与你业务的相关程度.n合作伙伴公司的规模.International Cooperation&Strategic ManagementTask-related and partner-related criteria can be ranked in the followin

42、g order of importance:nTask-related criteria:nAccess to local market knowledgenAccess to links with major suppliers/buyersnAccess to distribution channelsnAccess to local cultural knowledgenAccess to product-specific knowledge国际合作与战略管理任务相关标准与合伙人相关标准按照重要程度排序如下：n任务相关标准任务相关标准:n有权知道本地市场的相关情况n有权与重要的供应商与买

43、家联系n有权利用分销渠道n有权知道当地市场的文化背景n有权知道产品详细而准确的知识International Cooperation&Strategic ManagementnTask-related criteria:nAccess to local regulatory knowledgenAccess to technologynAccess to capitalnAccess to materials/natural resourcesnAccess to production knowledge国际合作与战略管理n任务相关标准任务相关标准:n有权知道当地的管理知识n有权利用技术n有权

44、使用资金n有权使用原料以及天然资源n有权知道生产知识International Cooperation&Strategic ManagementnPartner-related criteria:nTrust between top management teamsnRelatedness of partner businessnPartners reputationnPartners financial statusnPartners company sizenDegree of favourable past experience with partner国际合作与战略管理n合伙人相关标准

45、合伙人相关标准:n高层管理团队之间互相信任n与合伙人业务之间的相关性n合作者的声誉n合作者的财务状况n合作者的公司规模1.过去与合作者合作的顺利程度International Cooperation&Strategic ManagementnPartner-related criteria:nMarketing/distribution capabilitiesnPartners international experiencenExperience in technology applicationnPotential for new technology developmentnPartn

46、ers technological sophisticationnPartners ability to negotiate with local government国际合作与战略管理n合伙人相关标准合伙人相关标准:n买卖/分销能力n合伙人的国际性经验n技术运用方面的经验n新技术发展潜力n合作者的科技混含性n合作者与当地政府的沟通能力International Cooperation&Strategic ManagementnWhat is Culture?nConcerned with beliefs and values on the basis of which people inte

47、rpret experiences and behave individually and in groups.nA group or community with which you share common experiences that shape the way you understand the world.n“Lens through which you view the world.nCentral to what you see.nHow you make sense of what you see.nHow you express yourself.The same pe

48、rson,can belong to several different cultures depending on certain factors:birthplace;nationality;ethnicity;family status;gender;age;language;education;physical condition;sexual orientation;religion;profession;place of work and its corporate culture.国际合作与战略管理n什么是文化？什么是文化？n与人们作为诠释经历，修身的基础的信仰和价值观念相关的，

49、个人或团体的。n以你理解世界的方式与之分享共同经历的团体或社会。n你看世界所使用的镜头。n抓住你所看到的问题的核心n对你所看到的而言，重要的是你如何理解它n你如何表达自己。因此，同一个人可能属于不同的文化，根据不同的特点：出生地；国籍；种族；家庭情况；性别；年龄；语言；教育;身体条件；性取向；宗教；职业；工作地及其公司文化。International Cooperation&Strategic ManagementnFour Cultural DimensionsCultures-both national and organizational-differ along many dimens

50、ions.Four of the most important are:nDirectness(get to the point vs.imply the messages)nHierarchy(follow orders vs.engage in debate)nConsensus(dissent is accepted vs.unanimity is needed)nIndividualism(individual winners vs.team effectiveness)国际合作与战略管理n四种文化特点四种文化特点文化无论是国家的或组织的在很多特点上都各不相同。最重要的四点有：n直接直

51、接（切入重点VS婉转暗示）n阶级阶级(习惯服从 vs.喜欢争论)n一致性一致性(允许不同意见 vs.需要全体一致的意见)n个人主义个人主义(个人英雄主义 vs.团队效益)International Cooperation&Strategic ManagementnSix Fundamental Patterns of Cultural DifferencenDifferent communication stylesnDifferent attitudes towards conflictnDifferent approaches to completing tasksnDifferent d

52、ecision-making stylesnDifferent attitudes towards disclosurenDifferent approaches to knowing国际合作与战略管理n文化差异的六种基本类型文化差异的六种基本类型n不同的沟通方式n对待矛盾的不同态度n完成任务的不同手段n不同的决策风格n对曝光的不同态度1.不同的认识方法International Cooperation&Strategic ManagementnCross-Cultural Communication:Hopes and FearsHopes:lthe possibility of dialo

53、guellearning something newldeveloping friendshipslunderstanding different points of viewFears:lbeing judgedlmiscommunicationlpatronizing or hurting others intentionally国际合作与战略管理跨文化交流：希望与恐惧跨文化交流：希望与恐惧希望：l对话的可能性l学习新鲜事物l培养友谊l理解不同观点恐惧：恐惧：l被评判l错误传达l故意伤害其他人或盛气凌人International Cooperation&Strategic Manageme

54、ntnCross-Cultural Communication ChallengesCulture is often at the root of communication challenges.Exploring historical experiences and the ways in which various cultural groups have related to each other is key to opening channels for cross-cultural communication.Becoming more aware of cultural dif

55、ferences,as well as exploring cultural similarities,can help you communicate with others more effectively.Next time you find yourself in a confusing situation,ask yourself how culture may be shaping your own reactions,and try to see the world from the others point of view.国际合作与战略管理n跨文化交流的挑战跨文化交流的挑战文

56、化经常是交流挑战的根源。探索以往的经验及各种文化团体相互关联的方式是打开跨文化交流渠道的关键。更加了解文化差异并且探索文化间的相似之处，可以帮助你更加有效的与人沟通。下一次，当自己处在一个比较尴尬的境地的时候，问问自己文化是怎样决定了你的反应，并试着去从别人的角度看世界。International Cooperation&Strategic ManagementnCulture ShockFailure to identify cultural issues and take action can lead to a culture shock.In order of priority,the

57、 most common symptoms:nfeeling isolatednanxiety and worrynreduction in job performancenhigh nervous energynhelplessnessNot coping with culture shock symptoms when they appear can lead to a very negative situation.国际合作与战略管理n文化冲击文化冲击无法识别文化问题并采取相应的行动会导致文化冲击。按照优先顺序，最普遍的症状有：n感觉孤立n焦虑不安n工作表现下降n精神高度紧张n无助文化冲

58、击的症状出现而不加以处理会导致非常被动的局面。International Cooperation&Strategic ManagementnTact is the ability to describe others as they see themselves-Abraham Lincoln 国际合作与战略管理n外交手腕就是把别人说成他们自己眼里的样外交手腕就是把别人说成他们自己眼里的样子的能力。子的能力。-亚伯拉罕 林肯International Cooperation&Strategic ManagementnGuidelines for Multicultural Collaborat

59、ionlLearn from generalizations about other cultureslDont use generalizations to stereotype.lTo understand better.lAppreciate other multifaceted human beings.lPractice,practice,practice.lDont assume that yours is the only right way to communicatelKeep questioning your assumptions.lCommunicate trust.l

60、Build rapport by talking in your clients preferred mode.lSearch for ways to make the communication work,do not search for who should receive the blame for the breakdown.国际合作与战略管理n跨文化合作的指导原则跨文化合作的指导原则l从其他文化的普遍性中学习l不要把普遍性用于制定成规。l更好地去理解l欣赏其他多元的人们。l实践实践再实践。l不要认定自己的才是唯一正确的沟通方式l不断质疑自己的假设。l互相信任。l用顾客更愿意接受的方

61、式谈话以建立融洽的关系。l寻找能够有效沟通的方法，不要一味寻找应该受到责备的一方。International Cooperation&Strategic ManagementnGuidelines for Multicultural CollaborationlListen actively and empathetically.Try to put yourself in the other persons shoes.lHonor others opinions about what is going on.lSuspend judgment,and be objective.lHones

62、t acknowledgment of the mistreatment that has taken place on the basis of cultural difference is vital for effective communication.Use this as an opportunity to develop trust.lAwareness of current power imbalances is necessary to understand each other and work together.lRemember that cultural norms

63、may not apply to the behavior of any particular individual.We are all more complicated than any cultural norm could suggest.国际合作与战略管理n跨文化合作的指导原则跨文化合作的指导原则l主动的满怀同情的倾听。试着把自己放在他人的位置上考虑问题。l尊重其他人对事情的看法。l不急于下结论，要客观。l坦诚由于文化差异造成的过失对有效的沟通至关重要。把它作为培养信任的好机会。l明白现存的力量不平衡对于相互理解及合作是必要的。l记住文化标准可能不适合某一特定个体的行为。大家都比文化

64、标准暗示的复杂得多。International Cooperation&Strategic ManagementnRespect Differences and Work TogetherlWhen we do not understand,people tend to interpret the others involved as abnormal,weird or wrong.lAwareness of cultural differences and recognizing where cultural differences are at work is the first step

65、 toward understanding each other.lNo right,no wrong,just different creates a positive working environment.国际合作与战略管理n尊重差异，协同工作尊重差异，协同工作l我们不能理解时会倾向于把其他有关人等说成不正常，怪异，或不正确。l在工作中意识到文化差异，并认识到文化差异的所在是通向相互理解的第一步。l无所谓对与错，只是建立不同的积极的工作环境。International Cooperation&Strategic ManagementnHarnessing the Power of Div

66、ersityYour competitive advantage in an organizational and cultural context is by seeking to leverage,rather than diminish,opposite forces.Integrating opposites,as opposed to identifying and driving them out,unleashes power.This is true on both a personal level(the balanced manager is more effective than his or her peer at one end of the control spectrum)and on organizational level as well.国际合作与战略管理n驾驭差异所产生的动力驾驭差异所产生的动力你的竞争优势，无论是组织还是文化，在于利用对立的力量而不是减小差异。使对立统一，发挥它的力量，而不是相反的，把它们定位为矛盾，消灭它们。这无论在个人层面上，