【正文】 inical, 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。 goal orientation – and desisting from staying in a relationship that distracts from achieving key aims. Shrewdness – and making no na239。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