With friends like these: the art of managing complementors.
With friends like these: the art of managing complementors.
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发表时间：
2006-09
影响因子：
14.7
通讯作者：
David B. Yoffie;Mary Kwak
中科院分区：
文献类型：
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作者：
David B. Yoffie;Mary Kwak
英特尔和微软既不直接从对方购买，也不直接向对方销售，但不可否认，它们是在一起做生意。他们可能是世界上最广为人知的一对互补公司--独立向共同客户提供互补产品或服务的公司。补充者增加了彼此产品的价值，扩大了整个市场的规模。因此，这么多人只是假设他们的利益是一致的，也就不足为奇了。没有什么比这更离谱的了。不和谐可能会在许多领域产生，比如定价、技术、标准和市场控制--无论是从哪一家公司对客户的影响力最大，还是从哪一家公司分到最大的蛋糕上。定价问题完美地抓住了这种紧张关系。理想情况下，你希望你的商品定价高，而你的对手定价低。例如，航空公司将乐于看到度假住宿价格低廉，而目的地度假村可以提高价格，如果客户可以免费飞往那里，他们的房间仍然会满员。管理与互补方的关系的第一步是深入了解它们的经济状况、它们的战略和目标、它们的现有能力、它们的合作动机以及任何潜在的冲突领域。然后，为了占据上风，公司可以使用各种工具，这些工具主要分为两类：硬实力(获得你想要的东西的诱因或胁迫)和软实力(通过间接手段说服别人想要你想要的东西)。作者解释了如何建立硬实力和软实力，说明了两者的优势和局限性，并提供了选择其中一个的指导方针。互补之间的冲突是不可避免的，但硬实力和软实力结合在一起，可以帮助企业管理互补关系的阴暗面，并充分利用合作应该创造的机会。
Intel and Microsoft neither buy from nor sell to each other directly, but they are undeniably in business together. They are probably the world's most widely known pair of complementors--companies that independently provide complementary products or services to mutual customers. Complementors increase the value of each other's offerings and the size of the total market. So it's not surprising that so many just assume that their interests are aligned. Nothing could be further from the truth. Discord can develop in many areas, such as pricing, technology, standards, and control of the market--both in terms of which company has the most influence over customers and which one gets the biggest slice of the pie. The issue of pricing perfectly captures this tension. Ideally, you'd like to price your goods high while your complementors price theirs low. Airlines, for instance, would be happy to see vacation lodgings go for a song, while destination resorts could raise rates and still fill their rooms if customers could fly there for free. The first step in managing relationships with complementors is to develop a deep understanding of their economics, their strategies and goals, their existing capabilities, their incentives for cooperation, and any potential areas of conflict. Then, to gain the upper hand, companies can use a variety of tools that fall into two main categories: hard power (inducements or coercion to get what you want) and soft power (persuasion through indirect means to get others to want what you want). The authors explain how to build both hard power and soft, illustrate the strengths and limits of each, and offer guidelines for choosing one over the other. Conflict among complementors is inevitable, but together, hard and soft power can help companies manage the dark side of complementor relationships and take full advantage of the opportunities that cooperation should create.