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Joint Venturing
This
reader-friendly book is about best practice in
joint ventures: the factors and processes which
lead to success.
Every year, corporations
establish thousands of joint ventures (JVs),
investing hundreds of billions of dollars. In
fact, between 25% and 40% of all foreign
investments take place via equity JVs. The use
of JVs and strategic alliances has been rapidly
growing.
The key
purpose of the book is to demonstrate that joint
ventures can work. They require however an open
mind, and the willingness to work through a
series of questions which are provided. These relate to:
testing the strategic logic; partnership and
fit; shape and design; and operating the JV.
Contrary to the perceptions of some, JVs can be
just as profitable and survive just as long as
wholly owned subsidiaries. They can in fact be
effectively managed, and they are not going to
cause a firm to lose its proprietary technology.
Partnerships can work extremely well, and often,
placing less emphasis on “control” is the way to
go. If one is willing to acknowledge and respect
that someone else (here a partner) has much to
contribute, a stronger enterprise can result.
True JVs can result in more stable and
sustainable business, benefiting all partners,
in whatever country they are located.
The format
of the book is intentionally conversational. It
uses the Socratic method (question, answer,
question, answer) which works so effectively in
a case study classroom. Here the “classroom” is
several business class seats on an international
flight.
This book is written for practicing
managers and executives. Those contemplating the
formation of a JV and those currently engaged in
JVs will see improvement in the duration and
performance of their collaborative ventures by
following the recommended actions.
A second
audience is business schools and academics. The
book is ideal for MBA, executive MBA and
non-degree executive education courses or
modules focused on JVs, alliances, cooperative
strategies, etc.
CONTENTS:
Acknowledgments
Preface
Part 1: An Open Mind
Part 2: Testing the Strategic Logic
Part 3: Partnership and Fit
Part 4: Shape and Design
Part 5: Operating the JV
Part 6: I Still Have a Few Questions…
Postscript
Chapter End Notes
Appendix: Case Abstracts
Selected Bibliography
Index
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