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What is a joint venture?
In terms of Internet marketing, a joint venture in which a product owner and the owner of a list to work together is to organize for mutual benefit.
My clients are all the product developers, and are, therefore, this will be written from this perspective.
Why joint ventures?
"Joint Venture" is the answer to the question: "I have my e-book ready, what do I do now?
You must create a reportsomeone who has a list of people who can offer your product. More specifically, you are looking for people who are already marketing products such as yours to your list. There must be a good "fit".
The question must be answered is "What's in it for me." That is the question to be top of mind in your potential JV partner. Want to make more money with minimal effort.
One day you have your huge list-Until then, your task is to make very, very easy for your JV partner.
Do not waste your time blindly sending proposals JV with foreigners at all. This almost never works.
Take time to develop relationships with potential JV partners. Subscribe to their e-zine and newsletter. Their research activities. Learn about them.
Listen
Can listen to over and over again: "The gold in the list."
IfIt starts out, you will not have a list. Every move you make should be to create the list as one of your goals.
You need to have JV with people who have large lists. Some of the people on these lists will be available shortly on your list. This is the most important factor in a JV agreement. You can get these people for the rest of his life on the market.
Be prepared to give a large chunk of your sales to the first owner of the list. The first sale isonly that the first sale. After acquiring these customers, you can sell products and keep 100% of the money.
Gold is in your list. All other financial considerations are secondary.
Build your list.
If you look at possible joint ventures, is outside, you can have all their lists.
This list must be "double opt-in", which means that the participants agreed on it, andthen confirmed the agreement.
Single Opt-in lists do not respond so I tend to avoid them.
People who are "non-opt-in lists are known as market spammers.
There are two things to consider, first with the analysis of a list: the size and sharpness.
Size, in this case a role. Bigger, in this case is better. You sell a certain percentage of people on the list. This percentage depends on the"Fit" or focus of the list and the effectiveness of your marketing material. The more people on the list, which is the percentage of sales.
The focus of the list is very important. If you have a text-book, and you market to waste a list of auto mechanics, your time.
Carefully research your potential JV partners, to ensure that the list is a good "fit" for the product.
Who is your customer?
The first step in creating a joint venture is a clear understanding of your potential customers have.
Analyze the product and then see who would benefit from it.
Some of my parameters are:
1. What is your potential customers the power '? He is an "absolute beginner?" She is an expert?
2. Where does your customer get their information? Some people only information fromTurn on the TV. Others read books. Others only receive the information from the Internet. Most people use a combination of sources, but you will notice trends. Detergent is marketed as effectively on TV. E-products such as e-books, teleseminars, etc. are marketed as effectively as anywhere.
3. After the area where the customer receives its information was identified to see how we can focus with precision. Some people only trust the news from New YorkTimes. Other trust only Fox News. The same trend applies to Internet marketing. Some people are very tech-oriented and, as a "nuts and bolts" proposal. Other personal rights and are more interested in marketing to respond to the seller that the product.
Get clients in head and try to imagine what they hear and read.
4. What do your customers react vocabulary? If pop-music ring tones for mobile phones for sale, yourCustomers expect a hip, young voice and vocabulary. If you sell an e-book of tips, Creative Commons, a more mature tone is needed, along with a vocabulary that addresses the specific terminology of the market.
Looking for a list that your client speaks.
Types of joint venture partner
Possible joint venture partners in three categories.
1. 800 pounds gorilla
2.Big Dogs
3. All other
We want to see in detail
Stalking the 800-pound gorilla
The 800-pound gorillas are the big names. The Elvis of Internet marketing. They know who they are.
You want to create a joint venture with the gorillas before contacting the big dogs and affiliates. The 800-pound gorilla like drinking from a clear stream. If they have to compete with hundreds of smallAffiliates probably pass your suggestion.
Ultimately, you want to create reports with the list owner, the market for customers.
Here are some strategies for establishing these relationships:
1) You know (try guitar lessons!)
2) getting to know you (meet in a seminar),
3) They make their way through their organization, they probably had a staff of people who goJV proposals may be obtained from 20-50 per day, or
4) You're lucky, for example, is the brother of your girlfriend to GuruDaq listed.
You should immediately begin submitting applications to the 800 pounds gorilla who may be interested in promoting your products. We will discuss how this proposal to set up later in the book. This can be a long-term goal for you, but you stick with it. Some of these guys may have a million e-mail with your magic wand.
Research, these gurus and to identify those who sell to customers you sell.
The next step is to figure out where this customer goes online. Who is already in conversation with your customers? Who is already selling products to your customers?
Google is a great tool for research.
It 'also a dynamic tool that changes frequently.
At this time, get the top slot in a Google search, there is time and money.optimization for search engines is difficult, but you must belong to invest for the top positions on Google, marketing experts know, the time and money.
If you are selling a product, for example, a proposal for a joint venture e-book, you can identify with Google, which is the most powerful marketing in your niche.
I just did a search on the proposed JV, and e-book. There were almost 8,000 visits.
Find those that resonate with your niche to sign, theirE-zines, and read them.
People with big lists, publish e-zines and newsletters.
If you sell an e-book search engine optimization, you are a search on "search engine optimization" and see where it leads.
Today you find more than seven million "hits". That is more than we need.
It also seems a lot of information, if someone at the top of a list that are worth talking big.
IfYou have the Google Toolbar or the Alexa toolbar, you will learn much more about them, but the fact that change at the top tells you almost everything you need to know.
We see the first obvious resources.
The best place to see the JV partners in the world of e-zine.
Again, a Google search for "SEO, Search Engine Optimization, E-zine is only a second to turn 229 000 web addresses.
You should probably start with the top ten. If you are on page 1 of Google
Research is broad, they added a lot of traffic. You probably have a big list of participants.
Read their 'zines. Your customers are your potential customers?
If it is not perfect, not to worry.
The big dogs
The Big Dogs-This is the group that did not quite "Elvis" was hit again, butthey are in the trenches and have a good track record. They are easier to achieve. You probably do not know her name yet, but they are easy to find.
You will see talk in the forums. You will read in the newsletter. They show up as co-authors who write books with the gorilla.
By the way, is the best forum ever for the knowledge product info Product Marketing U info in http://www.infoproductu.com. Bill Hibbler and run thatone, and there are hundreds of potential JV partners who are also members.
Finding these people while they are still on the road and a relationship with them.
You could hire a coach. You can register for my coaching program in http://www.yourportableempire.com.
Subscribe to their e-zine and newsletter.
This work, like any other business, is built on relationships. If you canRelationship with a "big dog" before a "800-pound gorilla," you might end up with a relationship with a real heavy hitter.
Everybody Else
All others, I have hundreds of partners for some of my e-books. About five of them actually make sales. They are of course those companies benefiting from Clickbank Directory and the encouragement you receive from the other two categories.
I subscribe to various forums. Mostof them have a place where you can promote affiliate programs. Make sure that only advertising in the specific place where they are welcome. If you refer to subsidiaries in a thread in a forum you will get flamed-information better, and banned in the worst case.
I just did a search on affiliate directory Here are the top ones. Some of them, with your list of products, some are not. I have no recommendations. I have all my affiliates by listing my placeProducts in the ClickBank directly and through personal relationships.
And the competition?
There is no such thing.
A competitor is a potential partner.
A competitor is a person who is already marketing to their customers. You already have a list of people who buy and sell similar products received.
A list of people who "buy" is worth much more than a list of people "concerned" There is a needobtain leap of faith on the part of customers actually use in their portfolio, pull out their credit cards and buy. Once faith is established, it is much easier to pull the card for the second time
So one has to be given to be ready for a large percentage of first sale of the names on the list, and for this reason, your competitors to better your prospects.
Your potential partners understand. You also understand that if theirCustomer buys a product in this category, probably buy another. Have you already received the list. If you are looking for products to sell his list.
This is a win-win record.
At a seminar on Internet marketing last year, I heard a list of owners say "skimming" someone else's list. It made perfect sense. If a list owner sends 10,000 e-mail directly to its subscribers to your sales page, and buy 1,000 of them, then who bought the 1,000are the "cream" on his list. They are those who are interested in your product and are willing to pay for it.
They are the ones you want.
Sample Letter Joint Venture
The following is an example of a proposed joint venture.
Joe Vitale said, "is pretty bare bones, but it will work."
This is what I get.
It 's just a simple model. Do not copy it verbatim. Use as a guide.
All the pieces are there. Reserve your JV proposal as long and detailed as necessary but no more.
It is tempting to place your resume or detailed information about themselves. Resist.
Emphasize the benefits of your product, and the unsubscribe "fit" for the list owner.
The phrase I heard used most of marketing is "very persistent". You can not answer your first e-mail.
Waitfew days, and then follow with a "you have my previous e-mail e-mail.
If this does not produce an answer, wait a few days and then ask again, as a reminder of the benefits of the product and the measure with their list.
Dear ____________,
Thank you for providing such a valuable resource.
I am a subscriber e-zine_________________, Pleasure and the main issue on __________________.
I have developed a new product (written an e-book, developed a software, etc.) that I think your readers can benefit.
The characteristics that are of particular interest to your membership _______
It 's the ____________.
Your free copy is on www.___.com
The sales page is at www. com.
You are welcome to generate 75% of gross sales from your list. For the next week I offer you exclusive, and will not be offered to other sellers, until I hear from you.
If you treated your list you are interested, please contact me at any time
___@___.com, 555-555-5555.
Thanks,
_________
Go to work!
Generate reports JV, as with most things in life, is something that is better than one would have gone ahead.
Over time you will be able to use a JV with a personal e-mail or start a casual conversation over lunch.
You now have the tools to establish these relationships. The sooner you start, the sooner you can get.
Often the media are the best source of capital for new businesses to finance its business. Many people think that the financing of risk capital is the only source of start-ups. Not only is it not true, but often in the early stages of investment from a venture capital company enormous loss of equity. There are a number of other sources of financing which may require a company to early stage, especially if the company in the high-techArena.
Are basic research or pre-manufactured, to take the time to submit grants. Although this takes time and certainly not the fastest way to earn the money you want, funding agencies of the government and others who do not want ownership of your company. SBIRS offer a six-month phase I award of $ 100,000, followed by the significantly higher subsidy for Phase II of $ 500,000 to $ 750,000. If you win and have two of these scholarships, you can get a good start to finance yourCompanies.
If your company only needs a small infusion of cash, you can get an SBA loan, or if you have a good relationship with your bank to have a line of credit. Even a bank will lend against your request if it is your reliable customer base. Many people are afraid of debt to the sources, because they prefer not to be burdened with debt, if the company fails to tap. However, unless you believe in the company enough to make your own credit behind it, because everyone else.
They areLooking for less than $ 1,000,000, tap a local network Angels. If you do not know any rich people, they find. If you can not raise $ 1,000,000 in angel investment, it may not be your idea as good as you think ... or may not be the right person to sell it. Looking for help with local economic development agencies, technology centers and SCORE groups. These people are all connected in a network of fundraising in the state.
Consider funding for work performed for your product development. If youthe right equipment or people in small orders, the part-time to manage, use this revenue as a source of funding. Use media to be creative to keep costs low. Subscribe incubation and benefits of the services they offer at a lower price a. Barter is another good way to get the use of space and equipment that would be expensive.
Part of being an entrepreneur is to be creative. Use creativity in the financing of your business and save the venture capitalStages of development.
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There are many entrepreneurs, businesses want to start, but do not get their lazy ass to start a business until someone gives him 2 or 3 million dollars in venture capital. As a retired entrepreneur who founded several companies from scratch, literally a bucket of water and a sponge in a national chain of franchised cleaning of cars, fleets of aircraft and vehicles, I am often blown away by the audacity of some of these young so-calledEntrepreneurs.
It 'amazing that present themselves in the world of finance. One might think that they were an investment banker from the way they act, talk and control. I remember similar conversations with people from Lehman Brothers on the day and tried to know to mix again with some brand of my company is stupid and useless.
Not long ago someone came to me on the audit to discuss a new company, to them, and they didbe my friend, and discuss the basic concept, but what I really enjoy the feeling of me as angel investors, and they were looking 1,000,000 + and noted that they are willing to put in a couple of hundred thousand dollars their money in society, but not if they started the money to finance large felt wanted.
This innovation and the invention was only an idea on a piece of paper, with rough sketches. The reality is thatPrototype could probably built in someone's garage built, or about $ 20 - $ 30,000. Therefore, if you use their $ 200,000 to do so, they would leave $ 170,000 when they produce the prototype. But, alas, were too lazy to start the process until you have a big chunk of money to live on easy street while doing so to pay virtually all the others to get their idea and the concept altogether, while some rode in a new bright red sports car.
You see, if someone spent$ 30.000 to build the prototype and had $ 170,000 left over, could grant patents, $ 40,000, and still have $ 130,000 actually start their business, and then obtain venture capital. It would be much easier to get capital whose patent was to hazard a working prototype, and they had a position in his company to hold a larger percentage portions or how it began.
The reality is, or are too old, or this next generation is too lazy. In fact,It was interesting because the individual that I was actually a few years older than I was contacted, but it looked like a twenty-something who wanted a free ride. The moral of the story, if you're an angel investor, and will tell someone about it on the closer, "a walk" You do not need them, they need you so now you can try new sports cars and live high on the hog until the money is going out with your pennies. Forget that noise. Do not trust anyone.
Innovation and niching often are not revolutionary ideas and genius of individuals or organization. They are often part of a partnership or joint venture.
Spawn soundtrack is concrete evidence. The soundtrack is the score of Spawn, McFarlane created a comic adapted to a Hollywood movie. The album was a mix of cool music joint venture between rock / metal band and electronic / techno producer. rock bands include filters, Marilyn Manson, Kirk Hammett ofMetallica, Korn, Butthole Surfers, Metallica, Stabbing Westward, Mansun, Tom Morello of Rage Against the Machine, Silverchair, Henry Rollins Rollins Band, Incubus, Slayer, Soul Coughing. Electronic / Techno artists and producers of The Crystal Method, Sneaker Pimps, Orbital, The Dust Brothers, Moby, DJ Spooky, Wink, 808 State, The Prodigy, Vitro, Goldie, DJ Greyboy, Atari Teenage Riot and Roni Size.
Both styles were once incompatible, but not in Spawn. Are seamlesslyvoting right. Exploring Music apparently turned to a new genre of rock music, electronic, creating features guitar riffs and vocals with crunchy raw Big Beat! However, Filter, Stabbing Westward and Marilyn Manson were in electronic music and industrial rock with Nine Inch Nails as their ancestor, including the album and somehow re-invented electronic music with the biggest and strongest beat old rock sound .
Vitro and Spawn Silverchair, Marilyn Manson and SneakerPimps Long Hard Road Out Of Hell, The Prodigy and Tom Morello Torn Apart, Slayer and Atari Teenage Riot no remorse, wheat and PA Kick the Dust Brothers' are the best and new musical joint venture.
Few believed views of rock-techno fusion does not really work well, but were quickly reaffirm the score as a creative genius. Although the concept was not new album, was a successful risk management mix incompatible genres. Judgement Night Soundtrack molten rock andHip-Hop, but it was not as risky as Spawn.
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If you are an entrepreneur or entrepreneurial venture, the municipality will consider ways to increase sales and new business arenas, is a great way to enter new horizons. An entrepreneur with experience with business acumen can find research, and negotiate a joint venture with other companies that contribute to the creation of new business objectives. And the world, some lessons from the biggest retailer Wal-Mart can find creative venture that promotes business growth will be useful.
Wal-MartEntered a joint venture with India
In 2009, Wal-Mart has started doing business in India for the first time, however, the Indian Wal-Mart is not your typical retail stores Wal-Mart is seen in almost all small, medium and large cities' America. Rather, the giant retail venture in 2006 with a joint Bharti Enterprises, Inc., one of the leading groups in India.
Over the past three years, have a way to do business in India found that the government respects theForeign investment restrictions and do not compete with national brands. Instead of being a retail store every day, the new Indian Wal-Mart a wholesale catering to the needs of producers of vegetables, hospitals, restaurants and hotels, under the name Modern Best wholesale price.
Wal-Mart is a leading global provider of consumer marketing and product logistics. You too can learn from India Wal-Mart to take on this. Here's how:
Finding the right JVPartner
First, Wal-Mart had to find a market leader in retail and India, with a good reputation. Through their joint efforts, Wal-Mart and Bharti Enterprises are able to form a functioning economic unit.
To find the best for JV partner with a great reputation for quality and service are vital. If your goal is to enter a new market and market segments wider, a joint venture with another company well known for success in your efforts faster and more effective aid.
JostleParadigm
Wal-Mart is known worldwide for its large retail stores with low prices on popular consumer products known. However, this paradigm would not work in India because of strict laws on foreign government non-competitors. Therefore, a new paradigm wholesale was developed to play Wal-Mart in the non-retailing industry in India for help.
JV and your business can be a single structure usually does not change. If you are a retailer, you can work forWholesale only. If you offer services to consumers, you need a business-to-business model for the change to be successful JV. Remain open for change of business paradigm.
Beat the competition by Stealth
Of course, India is the name of Wal-Mart, and should prove a big controversy when a foreign company to steal customers from local dealers. Thus, together with changes in the wholesale business, they changed their name to Modern Best wholesale price.
If you are lookingto beat the competition, you and your JV partners to work under a new name and the company may be able to penetrate a market share higher. Of course, this requires market research and marketing strategies, so be sure to read this decision.
Your Next JV can to push the right formula for your company to new heights. With the right partners and JV strategies, you can find a way to manage your business in new areas that were previously impenetrable make.
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We have been stressing the potential overwhelming success of joint venture business. A successful JV is not one that is approached by all parties in a lazy fashion. Creativity and earnest work is essential in making a JV work for all parties.
However, joint ventures can be such a foreign business process for so many business owners and entrepreneurs. What are some fundamental strategies that make a JV work?
Cross Promote
When taking on a JV partner, don't forget that you are depending on the other party to promote your business. Do the same for them! Cross promoting services and products is one of the key elements of a successful JV partnership.
How can you cross promote? Here is just a sample of ideas:
* Signs - Of course, posters or post cards promoting each other's business is a great way to get your respective business seen by each other's customers.
* Reduced Price - Agree with your JV partner to offer a special to customers who make a purchase. By bringing in a receipt or particular voucher, you and your JV partner might give reduced prices or a special promotion to that customer.
* Free Sample - Exchange with your JV partner a supply of samples to distribute to customers. Everyone likes something for free, and by introducing your customers to your JV partner's product and vice versa, they may feel compelled to buy from you in the future.
Bundle Your Products Together
Bundling products or services is a great way to offer mutual customers a bargain. You always want to be sure that your JV partner does not overshadow your product or service. By using this type of strategy, you should recognize a complementary way that your products can be sold. For instance:
- Your nail business can offer a bundle with your JV partner's hair styling shop.
- Your clothing boutique might offer a package deal for alterations at your JV partner's store.
- Combine your JV partner's balloons and flower business with your gift basket delivery operation.
Communicate and Cooperate
The most important successful JV strategy is to communicate with your partner and cooperate in a business-like manner. Too often joint venture attempts fail because one or both partners do not communicate their expectations to the other. When you and your potential JV partner start talking about a joint venture, discuss all the points in which you both want to succeed and what should be expected of each.
Further communication strategies:
* Write it down - Always, ALWAYS, write your joint venture agreement down so both parties have a copy. Whether you form a formal legal arrangement or just a simply list of expectations, having a written agreement helps dispel finger pointing if something goes wrong.
* Keep a positive attitude - In helping to make a successful joint venture partnership, it always helps to be cheerful and enthusiastic. But things do go wrong, and when they do, remember to keep a business-like demeanor. Avoid getting red-faced and angry. Stay cool and pleasant and you'll find cooperation much more amiable.
* Talk about results - As the joint venture progresses, take time every so often to chat with your JV partner about how things are working out. Discuss how to make success even more successful. Or perhaps talk about disbanding the joint venture partnership if it isn't working for one or both partners. Whatever the case may be, don't be afraid to talk results with your partner.
Remember joint ventures are a two-way street between you and your JV partner. Keep the communication lines open, stay enthusiastic about your combined efforts, and you will surely see results.
Copyright (c) 2009 Christian Fea
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You have an online business that you started from scratch. It has grown steadily over the last few years, and you make a small profit from your endeavors. However, it hasn't grown as quickly as you first imagined, and the profit isn't enough to pay your Internet bill each month, but not your rent and other essentials. Is there a way to expand and grow your Internet business with another online partner?
The answer is a resounding "YES!" There is much potential for partnering up with another online business owner to gain more traffic, find more efficient marketing platforms, and earn higher revenue. Most business owners are open to making more money, even through a partnership. If you can find a willing JV partner who wants to pair up and tackle more business. Here is how you could benefit:
Provide Enhanced Service to Your Current Customers
With a joint venture, you have the potential to offer your current customers and subscribers an added-value service. A JV partnership with another website owner who sells products or services that are complementary to yours can be a breath of fresh air that you could offer your customers. How? You make it appear that you have made an extra effort on their part by finding a "deal" on your JV partner's products or services. Just make sure that the products or services from your new JV partner are good quality and will result in solid customer satisfaction. A deal on a 'bad' product can reflect poorly on your business, and you could potentially lose customers in the process.
Increase Your Subscriber List
When you pair up with an online partner, you can get access to his mailing or subscriber list. An endorsement from your JV partner can send hundreds, or even thousands, of new potential customers and subscribers. Offer them a great deal to sign up with your mailing or subscriber list, and you may find your customer contact double or more. This is a great way to increase your subscriber list with little or absolutely no cost. A larger, targeted customer contact list gives you the leverage to offer great deals that they can purchase and increase your income.
Gain More Credibility
When you chose and acquire the right online JV partner who already has high credibility and reputation, you can instantly increase your own credibility. For instance, a JV partnership with an online giant like Ebay or Amazon, where you offer special and quality deals for their customers, gives you access to millions of new customers. Your association with such an online presence gives you instant endorsement if you form the proper strategy. That means following through with your promises and offering quality products or services.
Take your online business to a new level. It is possible to go it alone and try to make a giant skyscraper out of a pile of rubble, but with the help of an online JV partner, you can realize great profits through an already existing structure.
Copyright (c) 2009 Christian Fea
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Most people will promote anything if you offer them enough money. Yet the best people to create a joint venture with, are people that are in the promotion for a fast and quick profit. They are the people that really care about the customer for both of you. This means to create a good joint venture you need to have products on your website that are good for the customer. With good products on your website, you will find someone that will be interested in the joint venture.
You need to have a unique selling point for your product. Whether you are selling a product or information, it needs to be unique. The more unique your information the more likely you will be able to form an affiliation with you.
Your joint venture partner will need to have a sample of your product so they can see in person the product they are getting involved with as well as being able to see more about it that can only be done in person.
You will need to have an exceptional sales copy for your products, services, and website. You will need to convert the information on the website so the browser will show your website to your prospective customers.
You can use Google AdWords and Overture to check your conversions rates. Use this information to tell your joint venture partner the number of sales, the kind of adverting associated, and the conversion rate of the products. This is the best way to proceed with a joint partnership so the person will know about the business venture they are about to enter. They need to have faith in you and your product.
Make sure the affiliate has a nice commission so they will be interested in joining your business. The average commission is usually between ten and fifty percent of the sale price for commissions. This is one way to increase your sales plus allowing the partner to see your product. The more the partner is impressed with your product and commission the more they will work harder for you and the company.
Follow up with all the visitors to your website that did not buy from your website. Obtain their email information on your website by using forms for visitors. This will allow you to have all of the site visitors information so you can contact them later to ask them why they did not make a purchase. To enhance your business, make a point of using the negative customer feedback to make your business grow.
Finding the right affiliate-marketing partner for your website should include a website that is relevant to your niche with high amounts of traffic. Use the rankings of Google, Yahoo, and MSN to locate the higher-ranking websites.
Contact the websites with the higher rankings since they are the businesses that will provide you traffic to your website. Contact them immediately when you find the search results. Ask them if you can have a free access without an upfront payment for their affiliations. You will pay them a commission from the sales, the standard ten to fifty percent commission rate for the sales of the products and fifty to seventy five percent for down-loadable goods. The down-loadable percentage sounds high to many people yet they fail to realize they are not required to do any shaping so the majority of the sales are profit that can be shared with the affiliate.
There are many ways to find an affiliate-marketing partner. The two best ways are to use a Google search with the keyword of your product as the main topic in the search. There are two reasons for this process:
1. You will make sure you like the appearance of the website. You need to be comfortable with the site so you will enjoy your partnership.
2. You will want to know about your joint partners website and business. This will allow you to be able to talk with your partner about the website. This will help you avoid sounding desperate or unprofessional as well as being able to make the person feel special.
Visit Alexa.com to locate high-ranking websites. Alexa ranks websites from one to an extreme low ranking. Create a realistic target when searching for a joint venture partner with in the first two hundred sites listed. These sites should produce enough traffic to improve your websites performance.
Alexa.com lists the amount of traffic for the sites as well as other sites that are linked to the listed site and where the site visitors go once they leave the sites. This step shows the points of interest of your potential customers. Alexa does all the preparation so you can start the joint affiliation venture for your online business. Remember, the sites you are viewing are potential competitors, so avoid copying exactly how they are running their internet business. You want to remember to have a unique selling point while remaining professional with the competitors you may create a joint venture. You will remain a trustworthy business if you do not try to steal the competitors clients.
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Venture capital funds are pooled investments which are used to provide businesses with a source of financing. These investment pools or venture capital pools are from outside investors. The person that makes investments is called a venture capitalist. Since this investment is a high risk type of investment groups of venture capitalists form a firm wherein they will place all of their venture capital pools which is to be invested in various types of businesses that the firm carefully selects.
Engaging in a venture capital investment business requires for a great amount of money and for this reason most firms chooses to affiliate with big financial institutions like banks, insurance companies and others. Most pools have a fixed life of ten years; this is made so in order to lessen the exposure to management and marketing risk of venture capital firms. Ten years is the safest length of time in which they can be sure that to recover their investment.
Since venture capital investment is a high risk type of investment most firms would demand a seat on a company's board of directors. This way they will be able to carefully monitor all business endeavours as well as every business transaction that a company is engaging at. There are also some firms that would go as far as taking over the management of a business especially when they feel that the present handler is not capable enough of running the business.
If you are an entrepreneur and is considering venture capital fund as your option for capital financing make sure that you ready yourself for some surprises. And as much as possible before signing any contract with a firm make sure that you understand everything there is to know about venture capital investment.
Venture capital funds makes excellent source of additional capital however in order to be successful in venture capital-raising you need first to prove to the venture capitalist that your business is worth their time and their investment. There are key issues that you need to carefully look into if you want to be given venture capital financing:
Numerical knowledge is an essential tool especially if you are to deal with venture capitalist. This pertains to your business cash flow requirements, current and projected gross profit together with your business net profit levels. It is very important that you know every detail about your business especially its finances.
Don't forget to build a viable business plan. And include there the advantages as well as the potential markets that are open for your business. Likewise, it would be at your advantage also if you can document your achievements, goals for success as well as your potential for growth. You also have to clearly identify your markets. Venture capitalists appreciate a secure and feasible business plan.
Understand that venture capital investment is a high risk investment and therefore it is just fair for a venture capitalist to share in the ownership of the business. It would be best for you to be flexible and to negotiate for better deals. It would also be best if you would take pre-emptive legal causes for your protection. Aside from that the pre-emptive mechanism will give you the power to maintain control over your company.
Try to present your business plan in the most professional way possible. It is very important that you impress the venture capital firm.
It is always best to exceed the investor's expectations of you and your business.
And lastly always remember that investors don't have a great amount of knowledge regarding your products, your business and most of all regarding you. They are taking a huge amount of risks in investing in your business that is why they need to know whether you believe in your business because if you do so will they.
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Literature Review
Business in the 21st century is increasingly conducted with shifting borders. International partnerships will become standard practice as the product life cycles shorten and immediate distribution become imperative. As business is increasing its globalization, alliances among multinational firms are becoming more popular. Cooperation between international firms can take many forms such as, cross-licensing of proprietary technology, sharing of production facilities, co-funding of research projects, and marketing of each other's products using existing distribution networks (Griffin and Pustay, 2005). Such forms of cooperation are known as strategic alliances, business arrangements whereby two or more firms choose to cooperate for their mutual benefit. A joint venture is a specific and more formal type of strategic alliance.
2.1 Defining International Joint Venture (IJV)
An international joint venture (IJV) is a special type of strategic alliance in which two or more companies from different countries join together to create a new business entity that is legally separate and distinct from its parents. Joint ventures are normally established as corporations and are owned by the founding parents in whatever proportions they negotiate. Although unequal ownership is common, many are owned equally by the founding firms (Berger, 1999).
Here is also a definition adapted from Shenkar and Zeira (1987):
1 it is a separate legal organisational entity, and belongs entirely to neither/none of its parent;
2 it is jointly controlled by its parent;
3 these parents are legally independent of each other;
4 the headquarters of at least one parent is located outside the country in which the IJV operates.
As stated some IJVs are formed on an equity basis, more flexible arrangements may depend on contract cooperation without involving the legal commitments of equity. Some IJVs may have more than two parents. In general, the more parents the greater the administrative complexities and the greater the problem of managing the project. Sometimes, both (or all) parents are located outside the IJV country. For example, Coca Cola (Vietnam) was started as an IJV between Coca Cola (USA) and a Singaporean bottler; originally it did not employ any Vietnamese managers, as a result the company needed to deal with cultural difference (Beamish, 1985).
In terms of the construction industry, joint venture has been seen as a tool for improving the performance of the construction process and emphasizes the way it helps to create synergy and maximize the effectiveness of each participant's resources (Barlow et al., 1997).
The Construction Industry Institute defines joint ventures as a long-term commitment between two or more organisations for the purpose of achieving specific business objectives by maximizing the effectiveness of each participant's resources. This requires changing traditional relationships to a shared culture without regard to organisational boundaries. The relationship is based upon trust, dedication to common goals, and an understanding of each other's individual expectations and values (Barlow et al. 1997). To date, joint venture is understood as a set of collaborative processes, which emphasizes the importance of common goals. The base of joint venture is a high level of interorganisational trust and the presence of mutually beneficial goals. Joint venture means a management process that helps the strategic planning to improve the efficiency of the enterprises, and forms a team with common objectives (Barlow et al. 1997). Participants of a project can improve performance in terms of cost, time, quality, build ability, fitness-to-purpose, and a whole of range of other criteria, if they adopt more collaborative ways of working (Bresnen and Marshall 2000). Barlow et al. (1997) mentions six successful factors of joint venture: building trust, teambuilding, the need for top level commitment, the importance of individuals, the strategic movement of key personnel, and the need for open and flexible communications. The same authors quote as common benefits in a joint venture relation: reduced costs, shortened delivery time, improvement in construction quality, better working atmosphere, and organisational learning. Joint venture classifications focus on the duration of cooperation between partners. This dissertation will be used as a case study to explore the extent and native of these benefits in practice.
Two main types of joint venture are found in literature: project joint venture and strategic joint venture or long-term joint venture. Project joint venture is a cooperative relationship between organisations for the duration of a specific project (Barlow et al. 1997). At the end of the project, the relationship is terminated and another joint venture may commence on the next project (Kumaraswamy and Matthews 2000). Welling and Kamann (2001) state that if these firms do not meet again in another project, the learning effect reached on the particular project will be eliminated. Strategic joint venture is a relationship with a high level of cooperation between partners (Barlow et al. 1997), which takes place when two or more firms use joint venture on a long term basis to undertake more than one construction project, or some continuing activity (Kumaraswamy and Matthews 2000). In this kind of joint venture, the learning achieved in a specific project is more likely to be used in future projects. In the context of a strategic joint venture, it becomes a management philosophy that is expected to work continuously for each and every project and there are more expectations from team members than for a project joint venture (Cheng and Li 2001). The type of TNC JV is the strategic joint venture where Thai and Japanese Partner are focusing on the long term goal.
2.2 Seeing Joint Ventures as a Foreign Market Entry and Development Strategy
Joint ventures are sometimes viewed as a second (or even third) best option for supplying a foreign market-being used only when government regulations (e.g. ownership and export controls, restrictions on royalty payments, etc.) prevent the establishment of wholly owned subsidiaries, exports, or licensing. Indeed, there are major problems that arise in the planning, negotiation, and management of international joint ventures. Despite such difficulties, it is widely recognised in the literature that there are important strategic and competitive advantages that may be derived from successful joint venture agreements, and such collaboration may be a first option in certain circumstances (Kenichi Ohmae, 1985). Connolly (1984), for example, argued that the assets of developed-country multinational enterprises (capital, foreign exchange, technology, management, and marketing skills, etc.) and developing-country firms (lower costs, greater familiarity with local markets, etc.) are complementary, and that the combination of these assets in a joint venture results in mutual benefits. This can be seen in the case of TNC. Similarly, Contractor (1984) argued that the loss of control and the sharing of profits inherent in equity joint ventures is more than compensated for by the expertise and capital contribution of the local partner; contacts with government officials; faster entry into the market; and risk reduction. Harrigan (1984, 1985) argued that joint ventures should not be seen as a hiding place or a sign of weakness. Rather, if organized properly, joint ventures would be a source of competitive advantage, a means of defending existing strategic positions against forces too strong for one firm to withstand itself or as a means of implementing changes in strategic postures (e.g. diversification access to technology). Joint ventures allow each partner to concentrate their resources in areas of expertise, while enabling diversification into attractive but unfamiliar business areas. Overall, Harrigan (1984, 1985) concludes that joint ventures are important strategic weapon in responding to the challenges of global competition.
2.3 Reasons for forming the IJV
The partners (Thai and Japanese) may have shared interests in forming an IJV which give both opportunities to
5 create greater market power by combining resources;(Bell, 1996)
6 reduce risk by sharing costs (costs of investment and production are shared);
7 reap economies of scale;
8 cooperate and avoid competition , which might incur greater costs than those incurred by agreeing to the IJV (the IJV is an alliance that restricts your own capacity for independent action, but also restricts that of your partner); (Contractor & Lorange, 1988).
In general, though, most IJVs offer parents different opportunities which arise from their different environments. A project might offer the foreign parent access to a local market, and the local parent access to the international market. According to (thailandoutlook.com), in 1997 two securities companies, the Premier Group of Thailand and SBC Warburg, formed a joint venture designed to provide Warburg with local expertise and Premier with international access.
Furthermore, the foreign parent needs to meet the host government's requirements for doing business in the country (in this case the Thai Government). For instance, a foreign company is only permitted to operate in the country if ownership is shared with a local company. The IJV offers the foreign parent opportunities to learn about local marketing conditions and to gain access to local resources, including production facilities, labour, and materials. For the local parent these are opportunities to generate upstream and downstream industries. For instance, the development of an IJV pulp mill encourages local entrepreneurs to increase logging facilities and to invest in paper manufacture. The local government benefits by opportunities to encourage foreign investment. Also, the foreign parent may be allowed to take only minority ownership, and must fulfil conditions regarding local employment, technology transfer, purchase of local materials, etc (Chowdhury, 1992).
2.4 Factors influencing IJV success and failure
The more that the company depends upon the strategic alliance in order to achieve its strategic goal, the more it invests in the success of the alliance. In the case of TNCJV this means investing to find the ideal partner. Finding the ideal partner takes time and effort, and the greater the importance that the firm gives to this selection process, the greater the chances of success (Geringer 1991).
Hung's (1992) study of Canadian companies operating in South-East Asia found that "the most often mentioned difficulty is to get the right partner company, one which has compatible objectives and is trustworthy". Therefore, trust is one of the most important parts of forming the IJV. Trust factors then will be reviewed:
2.4.1 Trust between the parents
The project is more likely to succeed when each parent trusts that the other is genuinely committed to the project and will do its best to abide by all agreements between them (Demirbag & Mirza, 2000).
When more partners trust each other, the easier they find it to reach agreement on internal arrangements:
1 applying the same strategic priorities to planning;
2 management style, and systems;
3 systems for communicating between the parents, the IJV, and parents; within the IJV; and with the environment
4 factors associated with business interests, goals, impact of size, timescale
5 assessments of IJV success and failure: project evaluation, both ongoing and upon termination.
(Demirbag & Mirza, 2000)
2.4.2 Mistrust between parents, and the environment
Mistrust arises from
13 inadequate planning;
14 communication problems between parents (Thai and Japanese in this case)
15 wide differences in the national and organisational cultures of the parents;
16 one parent changing its attitude to the project in response to its own internal changes - e.g., a new strategy, a new CEO;
17 one parent changing its attitude to the project in response to changes in its business environment.
To take the final point: both parents operate in their own volatile business environment. Their local markets and competition differ. They are subject to different local political, social, and economic pressures. These environmental differences make any alliance inherently unstable (Geringer, 1988).
According to Mikio Kunisawa Representative Director of Nishimatsu Construction (HQ in Japan), TNC had a full order book including a heavy work load and the prospect of many new projects during year 2005-2006 period. However, the situation at year-end is somewhat different from his expectation, particularly for Nishimatsu's Bangkok Office, and TNC now faces a challenge to maintain the business levels of the previous years (2006). The primary factor affecting business confidence is the continuing general political instability in Thailand, including an inconclusive general election and the resulting postponement of government decisions regarding infrastructure and development projects (thailandoutlook.com). In the light of this uncertain situation, the forecast indicator for economic growth in Thailand has been revised downward. A further effect has been a downturn in business confidence within the private sector, reducing planned investments in the industrial and real estate sectors (thainishimatsu.com). This situation could then establish uncertainty between the parent company and the environment they face.
These factors of environmental uncertainty might be the reason for focusing only on short-term alliances with highly specific goals. The partners might use an initial limited alliance in order to test the possibilities for a greater commitment and to build trust (Harrigan, 1985). This also has implications for communication. Each partner needs to communicate information about its own environment and to develop knowledge of the other's.
2.4.3 Trust within the project
A project succeeds when project staff trusts each other and when persons posted from the two parents develop a synergetic relationship. Before project operations start, a shared project culture is fostered by mixing staff from the parents in groups, where they work together on project planning. They exchange non-critical technological and business data (Harrigan, 1985).
A lack of trust arises when
18 staff join the project ignorant of the needs and interests of their colleagues from the other parent;
19 local staff feel threatened by a stronger foreign parent;
20 conflict arise from human resource and technology transfer policies (one parent cannot supply the skills to which it is committed);
21 cultural differences are exploited.
2.4.4 Trust between the project staff and their parent
A project succeeds when staff posted to it feels confident of the support of their headquarters. Mistrust arises when promised support fails to materialize, or staff feel that their long-term career prospects with the company are in jeopardy. A project is also undermined when top management fails to communicate its goal effectively within the organisation. Subordinate levels perceive it as a drain on their resources, and give it a minimum of attention (Kachara & Hebert, 1999).
2.4.5 Similar business interests
The potential partners are more likely to work together effectively when they have related interests. The parents of successful IJVs have similar interests and belong to similar or complementary sectors. When both contribute and learn from the other, fruitful cooperation is possible. Companies in the same industry form alliances when they hope to benefit from discrepancies in technology, systems, and markets (Kogut, 1988). By 1993, joint ventures parented by the Swiss food firm, Nestle, included alliances with Coca Cola (canned coffee and tea drinks), General mills (cereals), and two companies in the people's Republic of China (a coffee and creamer plant, an infant formula and milk powder plant).
2.4.6 Compatibility in size
Incompatibility in the size of the parents is important when one uses its greater resources to dominate the project in its own interests alone. However, the development of business by Internet and other electronic media means the business can expand (and contract) in a very short time, and the size of staffing complements and physical resources is no longer an accurate guide to a firm's financial and knowledge power (Kachra & Hebert, 1999).
The research of a foreign direct investment in Japan discovered that the attitude taken by the Japanese bureaucracy was influenced by such factors as the investor's care for its relationship with the government, the profitability of the IJV, the foreign parent's commitment, timing and location, and technology transfer issues. However, "the size of the investor does not seem to matter much" (Thawley, 1996).
2.4.7 Compatibility in timescale
The parents need to share a timescale. Suppose that Parents A and B are both prepared to invest in five years' development costs. The project is set fair. But contradictions arise when Parent A aims at reinvesting profits made during the initial period whereas Parent B wants a quick return from its investments (Li, 1995).
2.5 Culture influencing IJV success and failure
2.5.1 Cultural dimensions by Hofstede
Cultural distance between partners and its impact on IJV performance has so far been the most commonly reviewed variable. The distance has usually been expressed multi-dimensionally (based on Hofstedé (1980) four cultural dimensions and an index developed by Kogut and Singh (1988)). Cultural similarity decreases problems caused by cultural issues (e.g. different norms of behaviour and productivity, measurement and goals related to performance) and should facilitate trust and cooperation between partners. Barkema and Vermeulen (1997) tried to analyse in more detail the impact of culture on IJV performance. Using the five different cultural dimensions by Hofstede - power distance, uncertainty avoidance, individualism, masculinity, and long term orientation - the authors expected that there would be differences in the impact of various dimensions. Differences in uncertainty avoidance are difficult to cope with because they imply differences in how people perceive opportunities and threats in their environment and how they act upon them (Schneider & Meyer, 1991). In high uncertainty avoidance countries organisations tend to respond to uncertainty by building up a system of high formalization and hierarchy. In low uncertainty avoidance countries people are more attracted to flexible, ad hoc structures that leave more room for improvisation and negotiation. Differences in uncertainty avoidance lead to differences in how partners perceive and respond to events in the environment of the IJV, which will likely breed disagreement and disputes between the partners, and have a detrimental impact on the IJVs performance. Power distance and individualism directly bear on issues of internal integration and influence relationships with personnel, such as the choice of control forms, reward systems. Management of personnel is usually one of the first activities to be left to the local partner. There is also evidence that MNCs do not transfer cultural values related to power distance and individualism to their foreign subsidiaries (Soeters & Schreuder, 1988). Thus tensions between the partners with differences along these dimensions may be avoided. Shenkar and Zeira (1992) suggest that having partners from both "feminine" and "masculine" cultures may even benefit the IJV. The aggressive attitude of one partner and the relationship orientation of the other may complement each other rather than collide. The above discussion suggests that differences in uncertainty avoidance would be more important than the other three dimensions. The empirical results by Barkema and Vermeulen (1997) supported the expectations: uncertainty avoidance and long-term orientation had greater differential negative impact on IJV survival than masculinity, while the two other dimensions (individualism and power distance) had no impact. What concerns the Asian context it can be said that all potential Asian cultures have rather similar cultural profile. This profile includes rather few layers of decision-making, more risk taking, greater group emphasis, and higher concern for relationships (Swierczek & Hirsch, 1994). This can be applied to TNC where Thai and Japanese culture share some similarities.
One culture can influence how willing one is to trust a possible joint venture partner. In terms of culture, the Japanese tend to be somewhat introverted in their ways. They generally are not receptive to outsiders. When conducting business with Japanese, it is important to note that relationships and loyalty to the group is critical for success.
(http://www.geert-hofstede.com/hofstede_japan.shtml)
According to Hofsted Cultural Dimension Scores, the score of Japan is dramatically different from other Asian Countries. Masculinity in Japan is the highest characteristic. The lowest ranking factor is Individualism, which coincides with their high ranking in Uncertainty Avoidance. Japan is a more collectivist culture that avoids risks and shows little value for personal freedom.
(http://www.geert-hofstede.com/hofstede_thailand.shtml)
In contrast, Thailand's lowest Dimension is Individualism (IDV). A low score, as Thailand has, indicates the society is Collectivist as compared to Individualist which this score is even lower than Japanese. It can be said that this is manifest in a close long-term commitment to the member 'group', is that a family, extended family, or extended relationships. Furthermore, the main different category compared to Japanese Dimension is Masculinity which ranks the lowest among the Asian Countries. This lower level is indicative of a society with less assertiveness and competitiveness, as compared to one where these values are considered more important and significant. This situation also reinforces more traditional male and female roles within the population.
2.5.2 Compatibility between national cultures
Ones culture also influences ones perception of the environmental factors discussed above; whether your business interests are similar (or in conflict), whether your goals are complementary, whether differences in size are important, what timescale should apply. In theory, partners are more likely to agree on these points when cultures are compatible. That is, joint ventures formed by parents of similar cultures stands a greater chance of succeeding than those based on between dissimilar cultures (Wille, 1988).
2.5.3 Different organisational cultures
If the organisational cultures of the two parents vary widely, a successful alliance might not be possible. However, this is not always the case. In the situation of TNC, the organisational culture of parent can be advantagous because the understanding of National Culture also affects the performance.
When talks designed to lead to strategic alliance between Mitsubishi of Japan and Daimler-Benz of Germany broke down, the following report was made:
"Analysts say the match has been strained from the beginning because the companies have fundamentally different structures. Daimler-Benz, a much smaller company than Mitsubishi, has traditionally had a close knit management structure that has tended to set out clear strategic goals and forge ahead. Mitsubishi, an amorphous conglomerate of several large companies, has moved much more cautiously with internal factions often disagreeing over broader policy." (Yamawaki, 1995).
The companies were unable to overcome differences in their strategies, structures, and organisational cultures.
Staff posted to the project from the two parents is more likely to work well together when their organisational cultures are similar. This does not mean that they should be identical - an impossible condition. Rather, there must be a sense of comfort about how the other does the business, a willingness to work together and learn, and needs for shared solutions (Fedor & Werther, 1997).
2.5.4 How the IJV affects the parent organisational cultures
Parenting an IJV project can influence the culture of the parent headquarters by creating new spirit of "internationalism." This is ADVANTAGOUS when headquarters staff benefit from an influx of new ideas and technologies, and develop new knowledge of the opportunities offered I the environment.
It is DISADVANTAGOUS when the outflow of staff to the IJV (and inflow of replacements) impairs internal cohesion. A positive culture is weakened when staff feels pressured by responsibilities for which they have no training and experience. Supporters of the project are isolated. Planning and operating the IJV influences the organisational culture of the parent headquarters. In order to respond to problems and opportunities arising from parenting the project, headquarters streamlines and reorganizes its structures (Siddall et al., 1992).
2.6 Motivational Perspectives between Thai and Japanese
One's motives are major determinants of one's behaviour. If the company can understand the employee's motives, they can influence their employee's behaviour. To motivate others is one of the most important management tasks. It comprises the abilities to understand what drives people, to communicate, to involve, to challenge, to encourage, to set an example, to develop and coach, to obtain feedback, and to provide a just reward. According to (Find Ref), "Motivation is about cultivating your human capital. The challenge lies not it the work itself, but in you, the person who creates and manages the work environment." However, to motivate people in different culture might be difficult if the level of motivation is not the same. Ref describes how different culture might be perceived differently. Scandinavian cultures (Sweden, Norway, Finland, and Denmark) place a high value on quality of life and social needs. European and Anglo-American cultures place a high value on productivity, efficiency, and individual self-actualisation. Chinese culture values collectivism and community activity higher than individualism (Same Ref).
According to Maslow's hierarchy of needs, he theorised that people have successive layers of needs, and that as each lower layer is satisfied, then the person moves on to the next layer up. The following diagram will explain how the model works:
(Maslow's hierarchy of needs model from Maslow, 1943)
The lowest layer is that of physiological needs. It is the need to eat, sleep, stay warm, use the bathroom, etc. The second layer is safety (the need to have physical and psychological security, such as wanting the presence of law and keeping a job). The third layer is that of love and belonging (being the need to be part of a family, group, or gang). Some would say that this third layer is very much a Japanese domain, where belonging to a group seems to take priority over the achievement of higher layers. According to (Japanese Ref), he raises the question that "How many times have you seen very capable people like Japanese deny themselves a fuller career due to their desire to stay with some smaller company on the basis that it is their 'family?'" The Japanese always put the top priority to their company. The fourth layer is that of self esteem and status. This is where high-achievers dwell, and are able to distinguish themselves commercially and professionally. The fifth layer is "Actualization." According to Wikipedia.com, it gives the following description (extract): "Self actualized people embrace the facts and realities of the world rather than denying or avoiding them. They are spontaneous in their ideas and actions. They are creative. They are interested in solving problems, which often includes the problems of others."
The interesting point to make here is whether Thai and Japanese have the same level in Maslow's hierarchy of needs. At TNC, different level of needs might bring the conflict in interactive situations, for example, between Japanese employer and Thai employee, the model may need to be adopted in its applications among differing cultures. Even though the culture of Thailand and Japan might be similar, it does not mean that they would have the same desire or expectation.
Based on the literature review, the definition of IJV, and reasons for forming the JV have been illustrated. Factors including cultural differences between Thai and Japanese, and different motivational perspectives were explained. However, it is essential and vital to discover how these factors affect TNC employees based on their perception. In Chapter 4, findings and analysis from the interview will be examined.
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