Making Strategic Alliances Work
Making Strategic Alliances Work
复制标题
使战略联盟发挥作用
DOI：
10.1080/08956308.1990.11670696
复制
发表时间：
1990
期刊：
影响因子：
--
通讯作者：
Jordan D. Lewis
中科院分区：
文献类型：
--
作者：
Jordan D. Lewis
久保田是日本最大的农业设备生产商，成立98年来，它从未制造过比拖拉机更复杂的东西。1988年，久保田从东京附近一家闪闪发光的新工厂发货了它的第一台迷你超级计算机，这是世界上最先进的计算机之一。设计、芯片和软件都是美国的，是与硅谷一些最顶尖的初创公司结成战略联盟的结果。久保田利用其精湛的组装技术将零部件组合成高质量的产品。这不是日本人利用美国技术的另一个故事，因为每个人都受益。久保田进入了一项新的成长型业务，而其美国合作伙伴则获得了资本和制造技术，以在他们的市场上取得领先。这个故事的重点是，战略联盟在重塑公司和行业方面拥有巨大的潜力。
For its first 98 years Kubota, Japan’s largest producer of farm equipment, never made anything more complex than a tractor. Then in 1988, from a gleaming new plant near Tokyo, Kubota shipped its first mini-supercomputer, one of the most advanced in the world. The design, chips and software were all American, resulting from strategic alliances with some of the sharpest startups in Silicon Valley. Kubota used its superb assembly know-how to combine the parts in a high-quality product.This is not another tale of the Japanese exploiting American technology, because everyone gained. Kubota entered a new growth business, while its US partners acquired capital and manufacturing know-how to move ahead in their markets. The point of the story is that strategic alliances hold vast potential for reshaping firms and industries.