【正文】 uired to make the joint venture successful? What type of people should work in the joint venture? ? How will you create a hybrid culture that overes crosscultural barriers? How will you bridge the gap between foreign and local management? ? What structures, processes, and human resources programs should you implement in the joint venture to support the anizational goals? 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 ? 成功的運(yùn)營(yíng)一個(gè)合資企業(yè)需要什么能力（知識(shí)、專業(yè)技能、交往能力）？什么樣的人適合在合資企業(yè)中工作 ? ? 如何營(yíng)造一種融合的文化氛圍來(lái)消除 跨文化壁壘 ？如何逾越國(guó)外管理與本土管理的鴻溝 ? ? 你將在合資企業(yè)中采取什么樣的組織結(jié)構(gòu)、過(guò)程以及實(shí)施什么樣的規(guī)劃來(lái)支持 組織目標(biāo) 的實(shí)現(xiàn)？ International Cooperation Strategic Management ? Human Resources (HR) Action Steps to Prepare for a Successful JV ? Business Strategy Begin with a sound, wellarticulated strategy. Before moving forward, determine and explain why you wish to enter into a joint venture, why you have chosen your partner(s), and what you hope to achieve. Define involvement (managerial, capital, etc) of the partner panies and how long the JV will last. Put in place strategies to define governance, accountability, decisionmaking process, and conflict and issueresolution procedures. Ensure buyin and participation at the highest level. Consider outes: what could cause you to terminate the joint venture, and what is the preferred exit strategy. 國(guó)際合作與戰(zhàn)略管理 ? 為實(shí)現(xiàn)一個(gè)成功的合資企業(yè)，人力資源所采取的行動(dòng)步驟 ? 商業(yè)計(jì)劃 首先要有一個(gè)縝密的戰(zhàn)略計(jì)劃。s good business practice to verify the facts through interviews with third parties) ? Development of an exit strategy and terms of dissolution of the joint venture 國(guó)際合作與戰(zhàn)略管理 ? 建立合資公司前應(yīng)考慮的幾個(gè)重要問(wèn)題： ? 甄別未來(lái)的合作伙伴 ? 共同實(shí)施一個(gè)具體的商業(yè)計(jì)劃，根據(jù)各自的表現(xiàn)列出未來(lái)合作伙伴的清單 ? 信譽(yù)背景調(diào)查 – 驗(yàn)證合作伙伴的各種證明 (“信任及校驗(yàn)” – 相信你從合作伙伴那里得來(lái)的信息 , 但是通過(guò)與第三方的交流以便再次得到驗(yàn)證是一種好的商業(yè)習(xí)慣 ) ? 完善退出戰(zhàn)略以及合資企業(yè)解散條款 International Cooperation Strategic Management ? Important Factors to be Considered Before a Joint Venture is Formed ? most appropriate structure (. most joint ventures involving fast growing panies are structured as strategic corporate partnerships) ? availability of appreciated or depreciated property being contributed to the joint venture。 International Cooperation Strategic Management ? Benefits of Joint Ventures ? Provide panies with the opportunity to obtain new capacity and expertise ? Allow panies to enter into related businesses or new geographic markets or obtain new technological knowledge ? Have a relatively short life span (57 years) and therefore do not represent a longterm mitment ? In the era of divesture and consolidation, offer a creative way for panies to exit from noncore businesses: panies can gradually separate a business from the rest of the anization, and ultimately, sell it to the other partner pany (appr. 80% of all joint ventures end in a sale by one partner to the other). 國(guó)際合作與戰(zhàn)略管理 ? 合資公司的優(yōu)勢(shì) ? 提供給公司獲取新能力和新技術(shù)的良機(jī) ? 使公司能夠進(jìn)入相關(guān)的業(yè)務(wù)領(lǐng)域或者進(jìn)入一個(gè)全新的業(yè)務(wù)領(lǐng)域或是獲取新的技術(shù)知識(shí) ? 有一個(gè)相對(duì)較短的生命周期（ 5~7年），因此不代理長(zhǎng)期委托 ? 在剝離與合并的時(shí)期，為公司提供一種新的退出非核心業(yè)務(wù)的方法：公司可以逐步的分離一項(xiàng)業(yè)務(wù)并最終將它賣給合作伙伴（約 80%的合資公司最后由一個(gè)合伙人將其賣給另一個(gè)合伙人）。 。 RD 成本。 8. 獲取投資回報(bào)。 6. 產(chǎn)品多樣化。 4. 因經(jīng)營(yíng)規(guī)模擴(kuò)張而得到的經(jīng)濟(jì)節(jié)約。 2. 國(guó)際性擴(kuò)張 (國(guó)際化 )。 ④ 不同國(guó)家和地區(qū)的政府政策。 ② 研發(fā)的高成本。 2. 最大的促進(jìn)因素 =全球競(jìng)爭(zhēng)的加劇。在合資公司中，兩個(gè)或更多的企業(yè)分享資金、技術(shù)、人力資源，分擔(dān)風(fēng)險(xiǎn)并且從這個(gè)共同管理的新的實(shí)體中獲利。 International Cooperation Strategic Management ? Why Joint Ventures? As there are good business and accounting reasons to create a joint venture (JV) with a pany that has plementary capabilities and resources, such as distribution channels, technology, or finance, joint ventures are being an increasingly mon way for panies to form strategic alliances. In a joint venture, two or more partner panies agree to share capital, technology, human resources, risks and rewards in a formation of a new entity under shared control. 國(guó)際合作與戰(zhàn)略管理 ? 為什么要合資？ 有好的商業(yè)前景并且公司有相應(yīng)的 能力與資源 ，如分銷渠道，技術(shù)或融資。International Cooperation Strategic Management ? What is a Joint Venture A joint venture (JV) is a business enterprise involving two or more legally distinct partner panies, each of which plays more than merely an investment role in the enterprise. A JV is considered international if at least one partner is headquartered outside the country of operation, or if the venture operates significantly in more than one country. 國(guó)際合作與戰(zhàn)略管理 ? 何為合資 合資公司是由兩個(gè)或兩個(gè)以上的合作公司組成的企業(yè)， 各方在企業(yè)中不僅僅是出資。合資公司中的一方如果總部設(shè)在國(guó)外，或者合資公司不止在一個(gè)國(guó)家進(jìn)行經(jīng)營(yíng)，則認(rèn)為該合資公司為國(guó)際性合資公司。合資已經(jīng)成為企業(yè)戰(zhàn)略聯(lián)盟 的一種常見(jiàn)方式。 International Cooperation Strategic Management ? Strategic motives for JV formation Why do panies form international joint ventures? 1. Traditionally, to enter the markets of countries with restrictions on foreign investment. 2. Recently, driven by rapidly changing market conditions. 國(guó)際合作與戰(zhàn)略管理 ? 建立國(guó)際性合資公司的戰(zhàn)略目的 為什么建立國(guó)際性合資公司 ? 1. 傳統(tǒng)意義上來(lái)講 , 外商投資進(jìn)入一個(gè)國(guó)家的市場(chǎng)有一定的限制 . 2. 最近 , 受快速變化的市場(chǎng)情況的影響 . International Cooperation Strategic Management 1. The number of JVs, both horizontal (occurring between peting panies) and vertical (occurring between panies occupying different positions within the valuechain), has risen dramatically during the past 20 to 30 years. 2. The greatest stimulus = the emergence of global petition. 3. Other influences include: ① Rapid technological development. ② High cost of research and development. ③ The concentration of players in mature industries. ④ Government policies in various countries and regions. 國(guó)際合作與戰(zhàn)略管理 1. 合資公司的數(shù)量在過(guò)去的 20~30年間快速增長(zhǎng) ,包括橫向增長(zhǎng)（競(jìng)爭(zhēng)公司之間）以及縱向增長(zhǎng)（價(jià)值鏈內(nèi)處于不同陣地的公司之間）。 3. 其它影響因素包括 : ① 科學(xué)技術(shù)的迅猛發(fā)展。 ③ 商家對(duì)成熟行業(yè)的共同關(guān)注。 International Cooperation Strategic Management ? The motives for JV formation in order of importance: 1. Market peration/expansion 2. International expansion (internationalization) 3.