【正文】 rd, on a team that worked exclusively with Microsoft in Redmond, WA. In the process, Bhagwat had bee intimately aware of the way in which Microsoft worked internally and with alliance partners. This knowledge, and the contacts that Bhagwat had from him earlier job, proved invaluable when the startup sought to engage with Microsoft Where the founding team itself lacks such firsthand experience it may do well to hire managers who have it. There may be “a twist in the tale”. A fascinating example of a startup that partnered with an MNC is that of Bangalorebased Mango Technologies. It partnered with the American firm, Qualm. However, Qualm wasn?t the very first MNC it reached out to. In fact, it was more of a case of “third time lucky”. The first MNC that the startup approached evinced interest in working with it. However, it became clear to Mango?s founders that the joint activity that the MNC favored pursing, although 8 feasible and attractive in the shortterm for revenue generation, did not really tap into the startup?s core expertise. Thereafter, Mango dropped that association and pursued a second MNC relationship. The joint activity embarked upon this time was suitably oriented towards Mango?s technical expertise but, after about three months, the startup realized that going down that route would detract it from reaching its ultimate goals. Once again, it dropped its MNC relationship and this time, raised a few eyebrow because the opportunity had been a good one. However, determined to stick to their plans, the startup?s founders continued exploring other possibilities, which resulted in a partnership with Qualm that proved to be mutually beneficial (see Box). Mango technologies: building an embedded MNC relationship For an example of how a startup can effectively engage with an MNC, consider the relationship that Bangalorebased Mango Technologies fed with Qualm. Mango was formed in 2021 as a startup with a focus on building a software product with a niche focus on mobile telephony for baseofthepyramid market segments. Within a year, partly to raise its visibility and credibility, Mango sought to enter the incubator of a prestigious local business school, IIM Bangalore. Following a rigorous selection process, the startup was successful in its efforts. From inception, Mango?s CEO Sunil Maheshwari viewed partnering with an MNC as the way forward for the pany to scale up and take its technology to market. Having explored multiple options to do so (in parallel), Mango succeeded in showcasing its technology to a visiting Qualm manager at a partnerworking event. The technology got the manager?s immediate attention because it became rapidly evident to him that Mango?s technology was directly relevant to his own agenda at Qualm. This encounter set of a string of incremental steps that reached a lucrative culmination in a sale of intellectual property (IP) by Mango to Qualm, which was hailed by the Indian business media as a unique “multimillion dollar deal”2. The remarkable journey from a rather casual encounter to a highprofile IP sale can be a described as a progressive process of relationship “embedding”. That is, over time, the relationship came to be characterized by deep trust, finegrained information exchange, and joint problem solving, which in turn facilitated considerable learning outes for the startup. The incremental steps included the following: A process was initiated to enable Mango to demonstrate its technology more elaborately on Qualm?s own technology platform. When this was satisfactorily achieved, following due diligence, the next step was to prepare an Ramp。 alertness – need to avoid reaching out blindly without a deep understanding of the best. Focus。實(shí)際上，一些小公司，特別是是那些營(yíng)業(yè)范圍集中在相對(duì)較少密集和選擇低洼水果，從事跨國(guó)公司可能沒有真正有益的。米爾格拉姆也被邀請(qǐng)成為2021年微軟最有價(jià)值人員全球峰會(huì)的一個(gè)專家小組成員?？梢?，米爾格蘭姆有效地運(yùn)用的戰(zhàn)略是積極創(chuàng)建與微軟生態(tài)系統(tǒng)的多個(gè)接觸點(diǎn)。他以多種方式來這樣做。杰森通過他積極主動(dòng)地在當(dāng)?shù)?軟件社區(qū)的技術(shù)會(huì)議上的演講，他打出了知名度。這個(gè)計(jì)劃最知名的網(wǎng)絡(luò)活動(dòng)的日期是在 2021年 10月硅谷的一個(gè)高峰，聚集了 BizSpark One的創(chuàng)始企業(yè)和其他網(wǎng)絡(luò)合作伙伴和風(fēng)險(xiǎn)資本家。 該計(jì)劃提供創(chuàng)始成員一個(gè)在一對(duì)一的基礎(chǔ)上（而不是最典型的合作伙伴項(xiàng)目中的一對(duì)多的方式）與微軟建立關(guān)系的機(jī)會(huì)，因?yàn)樾⌒推髽I(yè)可指定一個(gè)經(jīng)常扮演者良師益友并且連接公司與在需要的領(lǐng)域提供經(jīng)驗(yàn)的外部導(dǎo)師的客戶經(jīng)理。 BizSpark One，一個(gè)在微軟的硅谷校園中運(yùn)行的合作計(jì)劃，是一個(gè)一些大型公司積極參與創(chuàng)新創(chuàng)業(yè)的各方面越來越成熟的顯著的例子。 Linxter：積極利用跨國(guó)公司合作倡議。因此，一些跨國(guó)公司已經(jīng)想 出與小型公司的合作經(jīng)營(yíng)，反過來，經(jīng)過巧妙的杠桿。雖然在技術(shù) 和商業(yè)策略上高度一致是是與一個(gè)跨國(guó)公司有密切關(guān)系的先決條件，可想而知，隨著時(shí)間的推移和提供的產(chǎn)品共同的演變，可能出現(xiàn)重疊的特點(diǎn)和功能，導(dǎo)致摩擦。這需要小型公司各部門具有靈活性和敏捷性。戰(zhàn)略學(xué)者將這種做法作為緊急戰(zhàn)略，就其本身而 言這可能是一個(gè)合理的途徑。 顯然，構(gòu)建一個(gè)小型公司與跨國(guó)公司之間深入的關(guān)系不是懦弱者的選擇：這當(dāng)然需要在雙方的部分做一些努力，一旦成功完成，收入的回饋和學(xué)習(xí)成果可相當(dāng)可觀的。在這個(gè)例子中，這些努力包括，不干涉從而使芒果能夠瞄準(zhǔn)一家小型公司。 除了兩個(gè)相當(dāng)不同的組織明顯的匹配性，成功的關(guān)系進(jìn)展的關(guān)鍵有兩個(gè)因素。當(dāng)這圓滿實(shí)現(xiàn)，盡職盡責(zé)后，下一步是準(zhǔn)備研發(fā)協(xié)議允許通展出但非市場(chǎng)化的芒果產(chǎn)品。這次一連串的對(duì)抗使芒果和通在出售知識(shí)產(chǎn)權(quán)（簡(jiǎn)稱 IP）達(dá)到了一個(gè)利潤(rùn)豐厚的高潮，這被稱為印度商業(yè)媒體作為一個(gè)獨(dú)特的“數(shù)百萬美元的交易” 3。 從一開始，芒果的首席執(zhí)行官梅何森瓦瑞 舉一個(gè)關(guān)于小型公司如何能有效地保障與跨國(guó)公司的關(guān)系的例子，具體地是，總部位于班加羅爾的芒果技術(shù)與通的跨國(guó)合作關(guān)系。但是，三個(gè)月后，它開始意識(shí)到，走這條路將有損它實(shí)現(xiàn)其終極目標(biāo)。第一個(gè)它所接觸到的跨國(guó)公司表示跟它一起工作有極大的興趣。 舉一個(gè)有趣的例子，一 家小型公司與一家總部位于班加羅爾芒果技術(shù)的跨國(guó)公司是合作伙伴關(guān)系。在這個(gè)過程中，巴格瓦特密切關(guān)注微軟內(nèi)部以及與聯(lián)盟伙伴密切關(guān)注。 考慮斯佩德沃克斯軟件服務(wù)的情況，在印度浦那一 家小型公司，能夠迅速與微軟建立一個(gè)強(qiáng)有力的關(guān)系。這一切，當(dāng)然，說比做容易，因?yàn)樯虡I(yè)環(huán)境的復(fù)雜性和活力，在一個(gè)跨國(guó)公司里可以是一個(gè)移動(dòng)的圖片。 “很久以前”。 認(rèn)識(shí)到潛在的沖突，從而平衡合作和競(jìng)爭(zhēng)的程度可能（雖然應(yīng)該承認(rèn)，這不是永遠(yuǎn)成立的）。 與大猩猩共舞：“背后”的故事 形成（開始關(guān)系） 鞏固（加深關(guān)系） 擴(kuò)展（增加關(guān)系） “背后”的故事 往往是“很久以前”，即先前與跨國(guó)公司的經(jīng)驗(yàn)可以產(chǎn)生深遠(yuǎn)影響的連接。舉個(gè)實(shí)例來證明，肺透明膜病臨床協(xié)會(huì)與美國(guó)跨國(guó)公司實(shí)現(xiàn)更有效的合作是因?yàn)閭€(gè)人及他在全球技術(shù)中的重要作用。我們承認(rèn)，“舞蹈與大猩猩”的靈感來自評(píng)論由普拉哈拉德在會(huì)議后期對(duì)照。 ： 由于不對(duì)稱的資源差異和長(zhǎng)期目標(biāo)的不同，小型公司的跨國(guó)關(guān)系必將呈現(xiàn)出一個(gè)不可預(yù) 1 普瑞遜塞姆然而，由于固有的不穩(wěn)定的關(guān)系，小型公司也應(yīng)考慮戰(zhàn)術(shù)，例如來自跨國(guó)公司合作伙伴的“模塊化”的知識(shí)轉(zhuǎn)移。舉一個(gè)例子，一個(gè)英國(guó)的小公司，肺透明膜病臨床，利用在一個(gè)地區(qū)很有影響力的名叫蘇格蘭技術(shù)合作的關(guān)系，來建立與有關(guān)的美國(guó)跨國(guó)公司在當(dāng)?shù)?的子公司的決策者建立聯(lián)系。相反，一個(gè)小型公司最好使用間接手段。本文介紹了這些戰(zhàn)略，并建議小型企業(yè)如何克服一些跨國(guó)合作固有的障礙。在倫敦商學(xué)院教授布瑞肯遜史蒂芬宣布在 2021年他的公司與微軟公司建立戰(zhàn)略聯(lián)盟，并強(qiáng)調(diào)：“戰(zhàn)斗設(shè)備已成為戰(zhàn)爭(zhēng)的生態(tài)系統(tǒng)。不對(duì)稱和其他障礙是可以克服的。 指導(dǎo)教師評(píng)語： 指導(dǎo)教師（簽字） 年 月 日 1 本英文 原文 來自 ： Ivey Business Journal。 重慶科技學(xué)院學(xué)生畢業(yè)設(shè)計(jì)（論文） 外 文 譯 文