【正文】 ugh less orthodox partnering strategies. This article describes those strategies and suggests how smaller firms can overe some of the obstacles inherent in partnering with multi nationals. There are 3 partnering strategies that startups can employ to work with large multi nationals. 1. Forming MNC relationships: Most MNCs wishing to engage with a partner of similar size will take a direct frontal approach to that relationship, perhaps through a dedicated alliance department or through key individuals who have direct counterparts in the prospective partner pany. For a smaller firm seeking to partner with an MNC, however, the lack of access and attention coupled with the asymmetry in resources means that a direct frontal approach is likely to fail. Instead, a startup would be better off using an indirect means of access. That is, it may be necessary to form a bridge between the two disparate anizations. Using local allies to fe MNC relationships can help gain mitment from the larger partner. So, for example, some public policy initiatives provide even greater ?handholding? for smaller firms. For example, a British startup, HMD Clinical, leveraged a regional initiative called Scottish Technology and Collaboration to build links with relevant decisionmakers at a locally based . multinational subsidiary. 2. Consolidating MNC relationships: Having formed a relationship with an MNC, a startup must establish its credentials by being 6 clear about, and focusing on, the greatest value that it can add to the relationship. It can then leverage the MNC?s plementary capacities. For instance, if the startup?s main contribution pertains to specialized technology, then it can draw upon the MNC?s marketing capabilities to achieve greater international visibility. However, given the inherent instability in such relationship, the startup should also consider tactics such as “modularizing” knowledge transfer from the MNC partner. With discrete knowledge transfers, it is possible to achieve at least partial success even if the project gets shelved or derailed at some point down the road. For example, in the case of the abovenamed HMD Clinical, a fruitful association with the . multinational developed but then ended earlier than planned owing to the latter?s changing priorities. Even so, valuable outes had already been achieved including the successful building of a product prototype which meant the startup?s efforts had not been wasted. 3. Extending MNC relationships: Given the asymmetry of resources and differences in long=tem objectives, a startup?s MNC relationships are bound to unfold in an unpredictable pattern. Startups most successful at collaborating effectively with MNCs over a long period of time are often those that build links with individuals who span anizational boundaries and who can, therefore, tap into resources and knowledge terms, startups should also seek to broaden the value chain activities they undertake jointly with MNCs to derive, where feasible, both upstream and downstream benefits, thus achieving economies of scope getting more bang for their buck from the relationship. To illustrate, HMD Clinical?s association with the . multi national became more effective when an individual with a global technology role got involved. He was able to draw on the technical expertise of his colleagues elsewhere in Europe and even North America when needed. In subsequent research on activities in India, Britain and the ., I have discovered that more often than not, there is something of a “hidden story” behind the successes of young firms that have been able to dance with gorillas. In particular, I observed three facets of the “hidden story” that are discussed below, and which can provide useful insight into the nature of the challenges associated with chancing with gorillas, and possible ways to overe them. Dancing with gorillas: The “Hidden Story” Forming (Initiating the relationship) Consolidating (Deepening the relationship) Extending (Multiplying the relationship) The “Hidden Story” The often is a “once upon a time” . prefounding experiences with MNCs can have profound effects on the connections fed. There may be a “twist in the tale” . midcourse corrections including dropping an MNC relationship may occur. There isn?t always a “happy ever after” . aligning closely with an MNC may over time lead to overlapping offerings and goals. What it entails Fathoming the “beast”, thereby avoiding wasteful relationship forming efforts with an MNC Ensuring a strategic fit and thus increasing the odds that the relationship with the MNC brings the best Recognizing the potential for conflict, thus balancing cooperation and petition to the 7 by targeting the right individuals in the right units at the right time out of the startup and vice versa. extent possible (although it should be recognized that this is not always tenable). What it takes Awareness。 Linxter已經(jīng)并入另一個(gè)微軟倡議側(cè)重于從事云技術(shù)平臺(tái)的高度創(chuàng)新的企業(yè)，以及被引入到技術(shù)采納計(jì)劃在同一個(gè)空間。相反，它的目標(biāo)是去“證明”本身和展示幫助創(chuàng)業(yè)者成功的首要目標(biāo) 。也就是說(shuō)，初創(chuàng)企業(yè)和其他小型公司能從跨國(guó)公司越來(lái)越重視他們的事實(shí)得到安慰，不僅因?yàn)?—— 作為明顯的觀測(cè)指出 —— 他們認(rèn)識(shí)到他們從事戰(zhàn)爭(zhēng)的生態(tài)系統(tǒng)。并且他們?cè)谝恍┱降年P(guān)系商業(yè)方面引導(dǎo)芒果，這是一個(gè)給小型公司的新的經(jīng)驗(yàn)。由于它迅速向他證明了芒果的技術(shù)是直接關(guān)系到他自己的在通的前程，該技術(shù)得到了經(jīng)理的直接關(guān)注。事實(shí)上，它更像是一場(chǎng)“第三次機(jī)會(huì)”。當(dāng)一個(gè)小型公司深入了解這些因素，更能夠在有關(guān)業(yè)務(wù)單位的跨國(guó)公司針對(duì)適當(dāng)?shù)膫€(gè)人，拋出有說(shuō)服力的合作和時(shí) 間方法來(lái)最大限度的接受積極的回應(yīng)。多數(shù)小型公司在很長(zhǎng)一段時(shí)間能夠成功的與跨國(guó)公司有效合作，往往是通過(guò)那些有能力跨越組織界限的個(gè)人來(lái)建立關(guān)系，因此，在開(kāi)發(fā)資源和知識(shí)方面，小型公司也應(yīng)該尋求與跨國(guó)公司聯(lián)合進(jìn)行推導(dǎo)來(lái)擴(kuò)大的價(jià)值鏈活動(dòng)，在可行的情況下，擴(kuò)大上游和下游效益，從而實(shí)現(xiàn)范圍經(jīng)濟(jì) —— 越來(lái)越熱乎的關(guān)系。所以，例如，一些公共政策倡議為小型公司提供“牽頭”。 諾基亞的首席執(zhí)行官埃洛普 指導(dǎo)教師評(píng)語(yǔ)： 指導(dǎo)教師（簽字） 年 月 日 1 本英文 原文 來(lái)自 ： Ivey Business Journal。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。 ： 由于不對(duì)稱(chēng)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)