【文章內(nèi)容簡介】 t 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。 alertness – need to avoid reaching out blindly without a deep understanding of the best. Focus。 goal orientation – and desisting from staying in a relationship that distracts from achieving key aims. Shrewdness – and making no na239。ve assumption that things will remain fine forever. There often is a “Once upon a Time”. When a start up is able to fe a meaningful relationship with an MNC it quite often turns out that one or more of the top management team has already had a close association with that MNC or one like it. This prior association provides valuable insight into the structure and scale of the MNC, what makes its different constituents tick, which the key decisionmakers are likely to be, and what the anization?s rhythms are. When there is a deep understanding of these factors the startup is more likely to be able to target the appropriate individuals in the relevant business units of the MNC, pitch the proposition of collaboration persuasively and time the approach to maximize the odds of receiving a positive response. All this is, of course, easier said than done, and because of the sheer plexity and dynamism of the business environment, the inside of an MNC can be something of a moving picture. Nevertheless, the main point here is that startup leaders who know the lay of the land in the MNC are better placed than those who are not so aware then it es to establishing a relationship. For example, the software startup Mitoken made confident strides in establishing a link with Motorola because of the founding team?s prior experience in another large MNC. This experience helped them understand just how they, as a startup, could add value to a seemingly selfsufficient MNC by introducing their own novel technology with a fleetfootedness that the MNC could simply never mach. Consider also the case of SpadeWorx Software Services, a startup in Pune, India, which was able to rapidly develop a strong relationship with Microsoft. Compared to most of its peers, this pany seemed unusually adept in knowing whom to approach and how to generate traction for its proposal. Upon further investigation, it emerged that one of the cofounders, Mnadar Bhagwat, had previously worked for Hewlett Packard, 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.