【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。實際上，一些小公司，特別是是那些營業(yè)范圍集中在相對較少密集和選擇低洼水果，從事跨國公司可能沒有真正有益的。米爾格拉姆也被邀請成為2021年微軟最有價值人員全球峰會的一個專家小組成員?？梢姡谞柛裉m姆有效地運用的戰(zhàn)略是積極創(chuàng)建與微軟生態(tài)系統(tǒng)的多個接觸點。他以多種方式來這樣做。杰森通過他積極主動地在當?shù)?軟件社區(qū)的技術會議上的演講，他打出了知名度。這個計劃最知名的網(wǎng)絡活動的日期是在 2021年 10月硅谷的一個高峰，聚集了 BizSpark One的創(chuàng)始企業(yè)和其他網(wǎng)絡合作伙伴和風險資本家。 該計劃提供創(chuàng)始成員一個在一對一的基礎上（而不是最典型的合作伙伴項目中的一對多的方式）與微軟建立關系的機會，因為小型企業(yè)可指定一個經(jīng)常扮演者良師益友并且連接公司與在需要的領域提供經(jīng)驗的外部導師的客戶經(jīng)理。 BizSpark One，一個在微軟的硅谷校園中運行的合作計劃，是一個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：積極利用跨國公司合作倡議。因此，一些跨國公司已經(jīng)想 出與小型公司的合作經(jīng)營，反過來，經(jīng)過巧妙的杠桿。雖然在技術 和商業(yè)策略上高度一致是是與一個跨國公司有密切關系的先決條件，可想而知，隨著時間的推移和提供的產(chǎn)品共同的演變，可能出現(xiàn)重疊的特點和功能，導致摩擦。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 言這可能是一個合理的途徑。 顯然，構建一個小型公司與跨國公司之間深入的關系不是懦弱者的選擇：這當然需要在雙方的部分做一些努力，一旦成功完成，收入的回饋和學習成果可相當可觀的。在這個例子中，這些努力包括，不干涉從而使芒果能夠瞄準一家小型公司。 除了兩個相當不同的組織明顯的匹配性，成功的關系進展的關鍵有兩個因素。當這圓滿實現(xiàn)，盡職盡責后，下一步是準備研發(fā)協(xié)議允許通展出但非市場化的芒果產(chǎn)品。這次一連串的對抗使芒果和通在出售知識產(chǎn)權（簡稱 IP）達到了一個利潤豐厚的高潮，這被稱為印度商業(yè)媒體作為一個獨特的“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 舉一個關于小型公司如何能有效地保障與跨國公司的關系的例子，具體地是，總部位于班加羅爾的芒果技術與通的跨國合作關系。但是，三個月后，它開始意識到，走這條路將有損它實現(xiàn)其終極目標。第一個它所接觸到的跨國公司表示跟它一起工作有極大的興趣。 舉一個有趣的例子，一 家小型公司與一家總部位于班加羅爾芒果技術的跨國公司是合作伙伴關系。在這個過程中，巴格瓦特密切關注微軟內(nèi)部以及與聯(lián)盟伙伴密切關注。 考慮斯佩德沃克斯軟件服務的情況，在印度浦那一 家小型公司，能夠迅速與微軟建立一個強有力的關系。這一切，當然，說比做容易，因為商業(yè)環(huán)境的復雜性和活力，在一個跨國公司里可以是一個移動的圖片。 “很久以前”。 認識到潛在的沖突，從而平衡合作和競爭的程度可能（雖然應該承認，這不是永遠成立的）。 與大猩猩共舞：“背后”的故事 形成（開始關系） 鞏固（加深關系） 擴展（增加關系） “背后”的故事 往往是“很久以前”，即先前與跨國公司的經(jīng)驗可以產(chǎn)生深遠影響的連接。舉個實例來證明，肺透明膜病臨床協(xié)會與美國跨國公司實現(xiàn)更有效的合作是因為個人及他在全球技術中的重要作用。我們承認，“舞蹈與大猩猩”的靈感來自評論由普拉哈拉德在會議后期對照。 ： 由于不對稱的資源差異和長期目標的不同，小型公司的跨國關系必將呈現(xiàn)出一個不可預 1 普瑞遜塞姆然而，由于固有的不穩(wěn)定的關系，小型公司也應考慮戰(zhàn)術，例如來自跨國公司合作伙伴的“模塊化”的知識轉(zhuǎn)移。舉一個例子，一個英國的小公司，肺透明膜病臨床，利用在一個地區(qū)很有影響力的名叫蘇格蘭技術合作的關系，來建立與有關的美國跨國公司在當?shù)?的子公司的決策者建立聯(lián)系。相反，一個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)如何克服一些跨國合作固有的障礙。在倫敦商學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，并強調(diào)：“戰(zhàn)斗設備已成為戰(zhàn)爭的生態(tài)系統(tǒng)。不對稱和其他障礙是可以克服的。 指導教師評語： 指導教師（簽字） 年 月 日 1 本英文 原文 來自 ： Ivey Business Journal。 重慶科技學院學生畢業(yè)設計（論文） 外 文 譯 文