【正文】 gy 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。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?？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。杰森通過他積極主動地在當(dāng)?shù)?軟件社區(qū)的技術(shù)會議上的演講，他打出了知名度。 該計劃提供創(chuàng)始成員一個在一對一的基礎(chǔ)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(guān)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(lǐng)域提供經(jīng)驗的外部導(dǎo)師的客戶經(jīng)理。 Linxter：積極利用跨國公司合作倡議。雖然在技術(shù) 和商業(yè)策略上高度一致是是與一個跨國公司有密切關(guān)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(dǎo)致摩擦。戰(zhàn)略學(xué)者將這種做法作為緊急戰(zhàn)略，就其本身而 言這可能是一個合理的途徑。在這個例子中，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。當(dāng)這圓滿實現(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化的芒果產(chǎn)品。 從一開始，芒果的首席執(zhí)行官梅何森瓦瑞但是，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(biāo)。 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(shù)的跨國公司是合作伙伴關(guān)系。 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強有力的關(guān)系。 “很久以前”。 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） 擴展（增加關(guān)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(yuǎn)影響的連接。我們承認(rèn)，“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。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)，例如來自跨國公司合作伙伴的“模塊化”的知識轉(zhuǎn)移。相反，一個小型公司最好使用間接手段。在倫敦商學(xué)院教授布瑞肯遜不對稱和其他障礙是可以克服的。 重慶科技學(xué)院學(xué)生畢業(yè)設(shè)計（論文） 外 文 譯 文 院（系） 法政與經(jīng)貿(mào)學(xué)院 專業(yè)班級 經(jīng)貿(mào) 普 202102 學(xué)生姓名 馮品瑜 學(xué) 號 2021441888 譯 文 要 求 1. 外文翻譯必須使用簽字筆，手工工整書寫，或用 A4 紙打印。 Strategic Direction, July/ August 2021, Vol. 28 Iss: 2, p1,4p 摘要： 一 個小型企業(yè)如果要成功地尋找跨國公司作為合作伙伴，必須確立一些獨特的觀念。對于這樣的參與者 ，和跨國公司生態(tài)系統(tǒng)提供了一個極好的機會，但它也提出了巨大的挑戰(zhàn)。然而，對于一個尋求跨國公司合作伙伴的較小的公司，缺乏渠道和被重視，加上不對稱的資源，這意味著一個直接的正面的方法將會失敗。例如，如果小型公司的貢獻(xiàn)主要涉及專業(yè)技術(shù)，它可以通過跨國公司的營銷能力達(dá)到更大的國際知名度。 2 我們的想法最初發(fā)表的一篇文章在加利福尼亞管理評論。特別地，我觀察了 “隱藏的故事”的三方面，在下文討論，這可以為與大猩猩相關(guān)的挑戰(zhàn)與機遇中提供有益的見解，和可能的解決方法。 精明 —— 為了讓事情永遠(yuǎn)保持好。這方面的經(jīng)驗幫助了解，作為一個小型公司，通過引入自己的新技術(shù)并達(dá)到跨國公司無法達(dá)到的地方，他們?nèi)绾蝸碓黾咏o一個看似自給自足的跨國公司增加價值。 “一個曲折的故事”。這標(biāo)志性活動在適當(dāng)?shù)臅r間將芒果技術(shù)知識展示出來。經(jīng)過嚴(yán)格的選拔程序，公司付諸的努力收獲了回報。這個漸進(jìn)的步驟包括以下內(nèi)容：一個過程開始讓芒果體現(xiàn)它的技術(shù)在通的技術(shù)平臺技術(shù)更加精心。無論是在通的圣迭戈的總部還是其在印度的行動，特別的努力的關(guān)鍵人物，是“內(nèi)部冠軍“芒果。在某些情況下，一家小型公司在這個過程中可能會堅持它擁有的并放棄一些它原有的意圖。盡管這可能發(fā)生的原因有多種，奇怪的是經(jīng)過一段時間后這可能導(dǎo)致小型公司和跨國公司解除親密的聯(lián)盟關(guān)系。雖然這種積極主動的行為并不排除在路途上有沖突的可能，這讓深思熟慮的企業(yè)家在急流中的與跨國公司有了一個相當(dāng)長的時間的接觸。實際上，微軟正在 尋求在未來可稱為其重要合作伙伴的發(fā)展中的公司，這成為成千上萬的與微軟合作的其他小型公司可以學(xué)習(xí)的例子。 通過 Biz Spark One計劃形成與微軟一對一的關(guān)系， Linxter的首席執(zhí)行官米爾格拉姆討他提倡與微軟其他團隊及其他公司進(jìn)行對話來探索合作機會?！? 鑒于這其中包含的相當(dāng)大的挑戰(zhàn)，可想而知，一些新成立的公司想知道與跨國公司合作的關(guān)系是否有值得麻煩的代價。D agreement allowing Qualm to demonstrate but not mercialize Mango products. It also enabled Qualm to first evaluate Mango?s products internally before exposing them to their worldwide customers. Later, a mercial agreement was signed allowing Qualm to ship Mango?s software along with its own chipsets. Finally, it became evident to Qualm that it could utilize Mango?s technology most effectively by acquiring it, leading ultimately to an IP sale as mentioned above. Aside from the obvious fit between the two rather dissimilar anizations, two factors appear to have been the key to the successful progression of the relationship. First, Mango singlemindedly devoted itself to being flexible and delivering effectively on the technology front. Second, Qualm deftly negotiated internal bureaucracy to provide support for Mango?s technology development efforts. This was particularly down to the efforts of the key individuals, both at Qualm?s headquarters in San Diego as well as its operations in India, which emerged 9 as “internal champions” for Mango. These efforts included, in the first instance, noninterference so that Mango was able to operate with the agility of a startup. Thereafter they provided equipment and manpower to aid both technology and business development. They also brokered relationships with other ecosystem members including a design pany in China. And they guided Mango in some of the mercial aspects of formalizing the relationship, which was a new experience for the startup. Clearly, building an embedded relationship between a startup and an MNC is not for the fainthearted: it certainly takes some doing on the part of both parties, but when successfully acplished, the payoff in terms of revenue and learning outes can be considerable. (I acknowledge the research collaboration of Professors K Kumar and Suresh Bhagavatula at the Indian Institute of Management Bangalore in studying Mango?s relationship with Qualm.) The main point here, therefore, is that what initially appears to be an attractive MNC relationship may turn out to be less than ideal. In some cases, a startup may stick with what it has and sacrifice some of its original intentions in the process. Strategy scholars refer to such an approach as emergent strategy, and of itself this can be a legitimate way of progressing. In other cases (such as Mango), the startup may stick to its guns and drop certain relationships until it has arrived at a suitable one. This is a more deliberate strategy. Whether strategy is deliberate or emergent, however, it is a distinct possibility that there are changes to the storyline. This calls for flexibility and agility on the part of the startup. There isn?t always a “happy ever after”. In some cases, despite having developed a close relationship with an MNC, a startup may discover