Strategic Partnership—Best Solution for Future Businesses


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Strategic Partnership

——Best Solution for Future Businesses


战略伙伴关系

——应对未来业务的最佳解决方案


——Amir Tafti




With the take a look at to CNOOD Company, you realize this company is a young company, not only according date of establishment but also based on the working forces that all of them looking for more knowledge & more experiences to reach better perfection. On the other hand, you also find that right now CNOOD try & even involved in different fields of businesses & projects, that means more challenges & difficulties.

如果大家关注一下施璐德公司,就会发现这是一家朝气蓬勃的年轻公司,这不仅在于公司成立的时间较短,更体现在我们的员工面貌上 - 我们每个人都在努力学习更多知识和积累更多经验,不断完善自我。另一方面,您还会发现,施璐德公司正在尝试甚至在涉足不同的业务领域和项目,而这意味着要面对更多的困难和挑战。





As one person with more than 35 years special work experiences in both governmental & private sectors, I know very well that no company in the world capable to enter many different businesses & fields simultaneously, but such solutions existed, so I would like to pulling you toward one of these solutions that how we can prepare our CNOOD for businesses & projects in different fields?

我已在政府和私企工作超过35年,凭借这些专业的工作经验,我很清楚地知道,世界上没有一家公司能够这样神通广大,可以同时涉足多种不同的业务和领域,但我们可以借助一些解决方案来应对这些难题。在这里,我想要向大家介绍其中一种解决方案,它会帮助施璐德做好准备来应对不同领域的业务和项目。



Introduction

引言



A Strategic Partnership is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. Strategic Partnership can develop in outsourcing relationships where the parties desire to achieve long-term win-win benefits and innovation based on mutually desired outcomes.

战略伙伴关系是指双方或多方达成协议,以共同追求相互协定的目标,但同时又保持相互独立性。在外包关系中,当各方希望达到共同的成果并愿意在该成果的基础上实现长期共赢和创新时,就可以将这种关系发展成为战略伙伴关系。


This form of cooperation lies between mergers and acquisitions and organic growth. Strategic partnership occurs when two or more organizations join together to pursue mutual benefits

这种合作形式介于并购有机增长之间。战略伙伴关系是指两家或更多组织为实现共同利益而达成同盟关系。


Partners may provide the strategic partnership with resources such as products, distribution channels, manufacturing capability, project funding, capital equipment, knowledge, expertise, or intellectual property. The Partnership is cooperation or collaboration which aims for a synergy where each partner hopes that the benefits from the partner will be greater than those from individual efforts.

合作伙伴可以为战略伙伴关系提供产品、分销渠道、加工能力、项目资金、资本设备、知识、专门知识或知识产权等各种资源。伙伴关系是一种合作协作关系,其目的是形成一种协作关系,以便每一方都能从中获得比单打独斗更多的好处。



Definitions

定义



There are several ways of defining a strategic partnership, but two methods are more common: Strategic partnership based on the Joint Ventures & Strategic partnership excluding the Joint Ventures.

战略伙伴关系有多种定义方法,但有两种方法更为常见:基于合资企业的战略伙伴关系,和不涉及合资企业的战略伙伴关系。


1- Definitions of Strategic partnership based on the Joint Ventures

基于合资企业的战略伙伴关系的定义


· This model is an agreement between two or more players to share resources or knowledge, to be beneficial to all parties involved. It is a way to supplement internal assets, capabilities and activities, with access to needed resources or processes from outside players such as suppliers, customers, competitors, companies in different industries, or divisions of government.

这种模式是指两家或更多参与方达成协议,以共享资源或知识,进而让所有参与方从中受益。这种方法可以弥补自身资产、能力和经营活动的不足,并从外部参与者(如供应商、客户、竞争对手、不同行业的公司或政府部门)获得所需资源或工艺。


· On the other hand, this model is an organizational and legal construct wherein "partners" are willing-in fact, motivated-to act in concert and share core competencies. This is especially relevant in strategic outsourcing relationships.

另一方面,这种模式会形成一种组织和法定结构,在该结构内,“合作伙伴”愿意(其实是在利益的驱动下愿意)共同行动,共享核心实力。这种模式在战略外包关系中尤为常见。


2- Definitions of Strategic partnership excluding the Joint Ventures

不涉及合资企业的战略伙伴关系的定义


· An arrangement between two companies that have decided to share resources to undertake a specific, mutually beneficial project. A strategic partnership is less involved and less permanent than a joint venture, in which two companies typically pool resources to create a separate business entity. This model could help a company develop a more effective process, expand into a new market or develop an advantage over a competitor, among other possibilities.

两家企业达成协议并决定共享资源,以完成某个对双方都有利的具体项目。与合资企业模式相比(通常两家企业会共同投入资源并创建一个独立的业务实体),这种战略伙伴关系的参与度和持久性都较低。这种模式可以帮助企业开发出更高效的生产工艺、进军新的市场,或者掌控领先竞争对手的优势等等。


· Agreement for cooperation among two or more independent firms to work together toward common objectives. Unlike in a joint venture, firms in a strategic partnership do not form a new entity to further their aims but collaborate while remaining apart and distinct.

两家或多家独立公司会达成协议,并为实现共同目标而相互合作。与合资企业不同的是,这种战略伙伴关系中的企业不会成立一家新公司来实现其共同目标,而是在相互协作的同时保持各自的独立性和独特性。




Types of Strategic Partnership according to the purposes

按目的划分的战略伙伴关系类型



· Technology development partnership, which are partners with the purpose of improvement in technology and know-how, for example consolidated Research & Development departments, agreements about simultaneous engineering, technology commercialization agreements as well as licensing or joint development agreements.

技术开发伙伴关系 - 合作各方都希望改进技术和提高专有知识水平,例如可能会合并研发部门;达成共同开展工程设计的协议、技术商业化协议以及许可协议或联合开发协议。


· Operations and logistics partnership, where partners either share the costs of implementing new manufacturing or production facilities, or utilize already existing infrastructure in foreign countries owned by a local company.

运营和物流伙伴关系 - 合作伙伴共同承担建造新制造设施或生产设施的成本,或利用当地公司在国外的既有基础设施。


· Marketing, sales and service strategic partnership, in which companies take advantage of the existing marketing and distribution infrastructure of another enterprise in a foreign market to distribute its own products to provide easier access to these markets.

市场营销、销售和服务战略伙伴关系 - 企业利用合作伙伴在国外市场的现有营销和分销基础设施来经销自己的产品,从而更易于进入这些市场。



Kinds of strategic partnership according to the models

按模式划分的战略伙伴关系类型



· Licensing: A company pays for the right to use another companies technology or production processes.

许可:一家公司付费使用另一家公司的技术或生产工艺。


· Industry Standard Groups: These are groups of normally large enterprises that try to enforce technical standards according to their own production processes.

行业标准组织:此类组织通常由大型企业组成,并试图根据自身的生产工艺强制推行技术标准。


· Outsourcing: Production steps that do not belong to the core competencies of a firm are likely to be outsourced, which means that another company is paid to accomplish these tasks.

外包:公司可能会把核心竞争力以外的生产工序外包,这意味着另一家公司会有偿完成这些任务。


· Affiliate Marketing: Affiliate marketing is a web-based distribution method where one partner provides the possibility of selling products via its sales channels in exchange of a beforehand defined provision.

联属营销:联属营销是一种基于网络的经销方法,其中一个合作伙伴按照事先确定的条款,通过其销售渠道为合作伙伴提供产品销售机遇。




Goals of Strategic Partnership

战略伙伴关系的目标



· All-in-one solution

一站式解决方案


· Flexibility

灵活


· Acquisition of new customers

获取新客户


· Add strengths, reduce weaknesses

增强优势,减少弱势


· Access to new markets & technologies

打开新市场和获取新技术


· Common sources

资源共享


· Shared risk

共担风险



Advantages

优势



For companies there are many reasons to enter a Strategic Partnership:

企业达成战略伙伴关系的原因有多种。


· Shared risk: The partnerships allow the involved companies to offset their market exposure. Strategic Partnership probably work best if the company’s portfolio complement each other, but do not directly compete.

共担风险:伙伴关系可以让其他参与公司帮助自己抵消市场风险。如果参与企业的投资组合能够相互补充,又不构成直接竞争,则战略伙伴关系或可发挥最佳效果。


· Shared knowledge: Sharing skills (distribution, marketing, and management), brands, market knowledge, technical know-how and assets leads to synergistic effects, which result in pool of resources which is more valuable than the separated single resources in the particular company.

知识共享:共享技能(经销、营销和管理)、品牌、市场知识、技术专业知识和资产可产生协同效应,这可形成资源池,实现1+1>2的效果。


· Opportunities for growth: Using the partner´s distribution networks in combination with taking advantage of a good brand image can help a company to grow faster than it would on its own.

增长机遇:利用合作伙伴的经销网络,结合良好的品牌形象,可以帮助公司实现比单枪匹马更迅速的发展速度。


· Speed to market: Speed to market is an essential success factor in nowadays competitive markets and the right partner can help to distinctly improve this.

上市速度:在当今竞争激烈的市场上,产品上市速度可决定企业成败,而得力的合作伙伴可以帮助企业显著提高上市速度。


· Complexity: As complexity increases, it is more and more difficult to manage all requirements and challenges a company has to face, so pooling of expertise and knowledge can help to best serve customers.

复杂性:随着业务复杂性的增加,企业变得越来越难以满足所有需求以及应对所有挑战,因此集中专业技术和知识资源有助于为客户提供更出色的服务。


· Innovation: The parties in an partnership can jointly determine their mutual desired outcomes and craft a collaborative contract that features incentives designed to spur investments in innovation.

创新:伙伴关系中的各方可以一起确定大家共同期望的结果,并制定出包含有助于刺激创新投资的各种激励措施的协议。


· Costs: Partnerships can help to lower costs, especially in non-profit areas like research & development.

成本:伙伴关系有助于降低成本,尤其是在研发等非盈利领域。


· Access to resources: Partners in a Strategic Partnership can help each other by giving access to resources, (personnel, finances, technology) which enables the partner to produce its products in a higher quality or more cost efficient way.

资源获取:战略伙伴关系中的合作伙伴可以通过提供资源(人力、资金、技术)相互帮助,从而使合作伙伴能够制造出质量更高或成本更低的产品。


· Access to target markets: Sometimes, collaboration with a local partner is the only way to enter a specific market. Especially developing countries want to avoid that their resources are exploited, which makes it hard for foreign companies to enter these markets alone.

进入目标市场:有时,企业必须要与当地伙伴合作才能进入特定的市场。这一点在发展中国家尤其突出,这些国家可能为了保护资源,而极力阻碍外国企业进入市场。




Disadvantages

缺点



Although this kind of partnership have many advantages, but even contains of some disadvantages: 

这种伙伴关系虽然有诸多优点,但也存在一些缺点:


· Sharing: In a Strategic Partnership the partners must share resources and profits and often skills and know-how. This can be critical if business secrets are included in this knowledge.

共享:在战略伙伴关系中,伙伴必须共享资源和利润,通常还必须共享技能和专业知识。如果这些知识中涉及商业秘密,合理共享就会变得至关重要。


· Creating a Competitor: The partner in a strategic partnership might become a competitor one day, if it profited enough from the partner and grew enough to end the partnership and then is able to operate on its own in the same market segment.

形成竞争对手:战略伙伴关系中的合作伙伴如果在合作关系中汲取了足够力量,则有一天或会成长为竞争对手并中止合作关系,然后在同一细分市场上独立经营。


· Opportunity Costs: Focusing and committing is necessary to run a Strategic Partnership successfully but might discourage from taking other opportunities, which might be beneficial as well.

机会成本:要实现成功的战略伙伴关系,参与企业必须要保证专注并不遗余力,而这可能会阻碍企业抓住对自己有利的其他机会。


· Uneven Partnership: When the decision powers are distributed very uneven, the weaker partner might be forced to act according to the will of the more powerful partners even if it is actually not willing to do so.

不对等的伙伴关系:如果决策权分配极度失衡,弱势一方可能被迫按照强势一方的意愿行事,而违背自身意愿。


· Foreign confiscation: If a company is engaged in a foreign country, there is the risk that the government of this country might try to seize this local business so that the domestic company can have all the market on its own.

国外政府罚没:在境外经营的企业可能面临国外政府试图没收其在当地的业务,进而让其国内公司独揽市场的风险。


· Risk of losing control over proprietary information, especially regarding complex transactions requiring extensive coordination and intensive information sharing.

失控风险:对专有信息失去控制,该风险在一些需要广泛协调和密集信息共享的复杂业务中尤其突出。



Conclusion 

(Importance of Strategic Partnership)

结论(战略伙伴关系的重要性)



Strategic Partnership have developed from an option to a necessity in many markets and industries. Variation in markets and requirements leads to an increasing use of Strategic Partnership. It is of essential importance to integrate Strategic Partnership management into the overall corporate strategy to advance products and services, enter new markets and leverage technology and Research & Development.

对于很多市场和行业来说,建立战略伙伴关系已从可选方案变为必要手段。市场和需求的变化迫使企业建立更多的战略伙伴关系。将战略伙伴关系管理纳入到企业的整体战略,对于提升产品和服务水平、打开新市场、获取技术和促进研发具有至关重要的意义。


Nowadays, global companies have many partners on inland markets as well as global partnerships, sometimes even with competitors, which leads to challenges such as keeping up competition or protecting own interests while managing the Partners.

如今,跨国公司在内地市场以及全球市场都有很多合作伙伴,有时甚至会与竞争对手结盟,这会带来诸多挑战,比如,如何在管理合作伙伴的同时保持竞争或保护自身利益。


As I mentioned at first, CNOOD is a young company, but with bright future, hope so we can find the best solutions for our CNOOD, will be ready for future businesses & projects in different fields.

正如前面所说,施璐德是一家拥有远大前程的年轻公司,所以,我们希望能够为公司找到最佳解决方案,以做好准备来应对不同领域的业务和项目。


Keep Learning, Collect the Experiences & ready for Bright Future.

让我们不断学习和积累经验,为美好的未来做好准备。



作者简介 About Author



Amir Tafti


I am Amir Tafti. With BS in Aircraft Engineering & more than 35 years of special work experiences both governmental & private in different sectors, especially industrial fields. When I take a look at to my past years, I find myself as one lucky person according some reasons. The main one for 20 years I worked in one special governmental office to responsible audit the different projects in my country, so I started my first & last job in government from common employee to top level manger, I learned a lot & can collected a huge related experiences. After that even in private sector is a good & challengeable platform for me to grow as qualified person.

Now in 58 years old, it is my pleasure to act as one CNOOD team & do my best to transfer my experiences & knowledge to my colleagues to create a better competitive environment.


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