战略联盟在线视频

同学们好
Hello everyone

我是云南财经大学国际工商学院的张李丹老师
I am Mr. Zhang Lidan from the school of international business of Yunnan University of Finance and economics

接下来我们继续学习国际市场
Next, let’s continue study the chapter of

进入战略和战略联盟这一章的内容
entry strategy and strategic alliances in the international market together

在一个国家建立全资子公司时
When setting up a wholly-owned subsidiary in a country

我们将面临本章第三个问题
we will face the third question in this chapter

即通过并购还是新创企业达到目的
whether to achieve the goal through M&A or greenfield venture?

在过去20年中
In the past 20 years

40%-80%的外来直接投资是以并购的形式实现的
40% - 80% of foreign direct investment inflows has been in the form of mergers and acquisition

并购主要有三个优点
M & A has three points in their favour

便于实施
First, they are quick to execute

能帮助企业抢占先机
can help enterprises pre-empt their competitors

风险比新创企业更小
and the risk is less than that of greenfield ventures

例如
For example

吉利
Geely

福特和雷诺等汽车企业
Ford, Renault and other automobile enterprises

均采用并购形式来迅速渗透目标市场
have adopted the form of merger and acquisition to quickly penetrate the target market

但是
However

当并购企业并购成本过高
acquisition fail when the cost of M & A is too high

同被收购企业发生文化冲突
a clash happen between the cultures of the acquiring and acquired firms

预期协同周期太长 并购缺乏严密审查的时候
integrating the entities take much longer than forecast

并购就有可能会失败
and there is inadequate preacquisition screening

例如
For example

中国与瑞典在文化及政治上的差距
the cultural and political differences between China and Sweden

就给吉利公司收购沃尔沃汽车加大了许多难度
have made it more difficult for Geely to acquire Volvo

中国与瑞典两个国家员工的文化背景差异
The differences of cultural backgrounds

政治准则的背道而驰
and political norms between China and Sweden

导致了两个企业的员工在工作中会体现出不同的行为特质
lead employees to different behaviour in the workplace

这不是单纯的培训及会议就能解决的问题
which cannot be simply solved through trainings or workshops

为避免上述问题
In order to avoid the above problems

并购企业需仔细筛查被收购企业
M & A enterprises should carefully screen the acquired enterprises

谨慎规划并购战略
and carefully plan the M & A strategy

例如吉利公司收购沃尔沃后并没有急于强调自身品牌的重要性
Geely didn't rush to emphasize the importance of its own brand after the acquisition of Volvo

而是将对方的文化进行了最大程度的保留
Instead, Geely reserved the culture of Volve to the greatest extent

包括继续使用其在瑞典总部的生产基地
including continuing to use its production base in Sweden

同时瑞典管理层的自主权也被放宽到最大
and meanwhile the autonomy of Swedish management was also maximized

吉利公司通过将双方文化
Geely company made a perfect integration of the two parties' culture

及管理制度的取精去粕
and management system

在并购几年后实现了整体销售量的提高
which contributed the improvement of sales volume

以及品牌认知度的提升
and brand awareness in a few years

建立全资子公司还有另一个选择
Another option to set up a new wholly-owned subsidiary

在外国创办新企业又称为绿地投资
in foreign countries which is also called greenfield venture

它的优点在于企业可以建立一家符合期望的子公司
Its advantage is to give the firm a much greater ability to build the kind of subsidiary company that it wants

从头开始建立组织文化要比
It is much easier to establish the organizational culture from scratch

改变被并购企业的文化容易得多
that it is to change the culture of an acquired unit

华为在海外开疆辟土的主要方式就是新创投资
Huawei's main pattern to expand overseas is to start up a new enterprise

主要分布在欧洲
Huawei’s greenfield ventures are mainly distributed in Europe

亚洲和北美洲
Asia and North America

投资以营销环节和研发环节为主
focusing on marketing and R & D

这些全资子公司不仅在其专属领域内建树颇丰
These wholly-owned subsidiaries not only make great achievements in their exclusive fields

同时也深度传承了华为狼性文化的基因
but also deeply inherit Huawei's wolf culture gene

但是
However

相较于并购
compared with M & A

新创企业的建立周期相对较长而且更具有风险性
greenfield venture is relatively long-run and risky

本章讨论的最后一个问题是战略联盟
The last issue discussed in this chapter is strategic alliance

战略联盟是与潜在或实际竞争对手之间的合作性协议
Strategic alliance is a cooperative agreement with potential or actual competitors

包括正式的合资企业
including formal joint ventures

也包括短期的合同式合约
and short-term contractual contracts

战略联盟的优点是它有助于企业进入一个外国市场
The advantage of strategic alliance is that it may facilitate entry into a foreign market

能使企业分担开发新产品的固定成本和风险
share the fixed costs and risks of developing new products

便于公司之间互补性机能的转移
bring together complementary skills and assets between companies

可以帮助企业建立有益于自身的行业技术标准
and help firm establish technological standards for the industry that will benefit the firm

2019年
In 2019

华为就与联强国际签署了
Huawei signed a strategic cooperation agreement of

全球性总经销商战略合作协议
global distribution system with Synnex Technology International Corporation

通过战略联盟华为可以共享
through which Huawei can share the sales network of

联强国际在38个国家的销售网络
Synnex Technology International Corporation in 38 countries

合作的销售规模将超百亿人民币
The sales scale of cooperation will exceed 10 billion yuan

极大提升了华为在全球的渠道拓展
and greatly expand Huawei's global distribution channel

战略联盟的缺点是
The disadvantage of strategic alliance is that

给竞争对手提供了一个低成本超越自己的路径
it gives competitors a low-cost route to new technology and markets

助长了机会主义行为
which encourages opportunism

在联盟中机会主义行为主要表现为隐瞒信息
In the alliance, the opportunism is mainly like concealing information

不履行联盟承诺
not fulfilling the alliance promise

窃取联盟企业的技术
stealing the technology of the alliance enterprise

挖走联盟企业的关键人才等
and poaching the key talents of the alliance enterprise

想要控制机会主义行为
In order to protect from opportunism

企业首先需要尽可能的了解合作伙伴
enterprises need to know their partners as much as possible

最好选择有公平游戏名声的企业
In this respect, firms with reputations for “fair play” probably make the best allies

一旦合作伙伴选定
Once the partner is selected

联盟应对敏感性的技术增加转移难度
the alliances can be designed to make it difficult to transfer technology not meant to be transferred

在合约中设计防范措施以提高欺骗成本
And contractual safe guards can be written into an alliance agreement to increase the cost of cheating

使用交叉授权合同保证平等的获益机会
Furthermore, cross-licensing agreement can ensure the equal behalf of two parties

建立声誉机制和信用机制
Finally, alliances can establish reputation

以降低机会主义行为的风险
and credit mechanism to reduce the risk of opportunism

这就是本章关于进入战略
This is all issues related to entry strategy

和战略联盟相关问题的解读
and strategic alliance in the international market of this chapter

谢谢大家观看
Thank you for your time