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SunFAITH Risk |
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Risk Management |
Issue II, 2008 |
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——如何减少阴暗面在业务层面上的影响 新闻
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解读亲密关系中的阴暗面（3）——如何减少阴暗面在业务层面上的影响
作为亲密关系的衍生品，阴暗面的出现似乎不可避免。在了解到阴暗面出现的各种诱因以及征兆的同时，了解怎样减少在公司业务层面上产生的影响则更为实际，能够帮助企业提前或者在第一时间做好准备工作以应对可能的危机并将损失减少到最低的程度。从企业与企业的不同的合作模式以及关系的复杂程度不同，需要做的准备工作也会有所不同，下面简单介绍几个方面，具体的操作方法及流程则可根据不同企业内部流程自由调整： - 评估历史关系（定期/不定期） 因为危机常常存在于关系之中，有时越是长久的关系危机往往隐藏得越深且不为人们所留意，而一旦爆发出来，对于企业的影响也往往会越发地大。因此对双方的合作关系不断地进行评估就是一个比较好的方法。但是在这个工作中需要注意的是，评估是为了发现双方在合作中出现各样问题的蛛丝马迹从而及时地发现危机的警讯，而不是仅仅为了评估而评估，把这工作变成一项一成不变的模式化任务。 -
关注盈利状况 与客户保持长期的关系会最终导致很高的“成本”，因为客户会希望并要求以提供低价格来换取忠诚。需要注意的是，在这项评估中，盈利状况要比营业收入更为重要。如果客户总是更倾向于购买低利润的产品，那么为这一类的客户提供服务所产生的成本就会高出许多，有时成本甚至可能会超过销售所带来的利润。因此，在固定的时间间隔内通过销售记录来获取典型采购时间内每个客户/客户群的平均利润情况，这个信息能够从比较直观的角度帮助管理层了解到目前公司与客户的关系的情况，以及其未来的发展趋势。 -
制定备用方案 千万别以为制定备用方案就是在别人背后做“小动作”，因为任何重要的关系中都需要留有后手，尤其是在商业环境中。比如说在合作的双方中，不能只有一位经理人来联系及维护双方关系，因为一旦这一位经理人存在着不符合职业操守的行为，合作关系就会面临莫大的考验。 因此在合作开始、进行的过程中，双方都应该要至少安排两位经理人全程参与，以此来确保一旦其中一位离开，双方的合作关系也不至于立刻就分崩离析。 此外，在合作的过程中，双方也应及时地了解在市场中是否出现其他可能的合作伙伴或者供应商，并做好相应的初步接触和相互了解的工作。如同某些汽车制造业企业，常常会建立起供应商的数据库，其中包含通过企业初步认证的零部件供应商的信息，以便在其中之一出现问题时其他的同类供应商可以及时替补，从而将企业在生产营运过程中的损失降到最低。 -
互相牵制对方 如同美国政府制度的三权分立，在维护双方合作关系中最有效的一个方法就是“互相牵制”。这种牵制可以是专项投资，例如一些很难移动或者部署到其他合作关系中的资产、人力资源、特别的策划方案及资本设备等。通过这种方法，合作双方建立起了经济学者所说的“自我执行契约”，因为双方都会失去背离这个合作关系的动力，从而获得了需要维持关系并加以充分利用的强大动机——双赢。 需要值得注意的是，正所谓“互相牵制”，如果某一方不能确保它的合作伙伴也同意并确实执行双方共同投资的行为，当对方突然决定中止这一合作关系时，往往就会面对投资成本无法回收的两难境地。因此，这个方法在操作层面上需要有一个机制或者独立机构来监督并跟进合作双方的投资进程。 -
建立共同的商业目标 在建立合作关系的各个阶段中，合作的双方都需要建立起共同的商业目标，这些目标对于明确双方的期望值、确定各种合作过程中所承担的角色与责任都至关重要。而当问题的征兆开始出现时，双方对于共同目标的检视，回顾建立合作关系的最初目的，常常会对于重新稳定关系并对其未来的发展走向重新规划有所助益。 -
避免不必要的胡乱猜疑 在商业环境中，尽管谨慎行事很重要，但有时也需要避免矫枉过正。对合作伙伴完全缺乏信任同盲目的信任一样危险，有时会使双方陷入胡乱猜疑的泥潭。在一开始时，似乎只是一种半信半疑的状态，例如“为什么我的合作伙伴会和我的竞争对手见面？”或者“为什么他们要向我们销售的某个市场进行市场调研？”之类的问题，而接下来，这些疑虑所产生的直接反应就是有意识或者无意识地对合作伙伴采取不同的行为，诸如发出“我们需要再次强调不能够让竞争对手获得关于我们的信息”等警告。随着怀疑的进一步发展，一些更为明显的不信任行为则会导致双方关系上的裂痕。根据研究，在相当一部分的失败案例中都存在着胡乱猜忌的情况，并且对最终关系的破裂起到了推波助澜的作用。 与个人与个人之间的人际关系不同，我们不能期望企业间的业务关系会永无止境地保持下去。在一定的范围内，合作关系的分分合合是家常便饭。例如，某家制造企业与五家供应商建立了供应合作关系，在这一范围内，这家企业不断地平衡自己的业务关系，同某几家供应商慢慢结束业务往来，对现有的供应商的合作方式进行改革，同时开发新的合作伙伴。但所有的这些努力都是在同一范围内进行的。这对任何组织来说是比较正常和理想的状态。亲密的业务关系需要双方的维护、投入和关注，如果只有最好的愿望而没有预防和准备措施，那么即使是最牢固的联盟关系也睡受到内部瓦解的威胁。 来源：以上内容部分信息取材于《麻省理工学院斯隆管理评论》2005春季号 The Seamy Side of Intimate Relation (III) ——How
to reduce the influence of seamy side to operation ¨
The Seamy Side of Intimate Relation (III)
--- How to reduce the influence of seamy side to operation
As the derivant of intimate relation, seamy side
seams unavoidable. Besides the inducement and premonition of seamy side, learning
how to reduce the influence to company operation is also practicable. It can
help enterprise to deal with the crisis in advance or as soon as possible,
and reduce the loss to the lowest degree. Due to the different cooperation
mode and complexity of relation, the preparation differs. The article will
introduce several operation methods and process for companies’ inner
adjustment. -
Estimate
historical relation (Regularly/ aperiodically) Crisis
always exists in the relationship, and the longer crisis exists, the deeper
it hides. So if the crisis breaks out, the impact to enterprise will be
serious. Continuous estimation is a good solution. But we should notice that
estimation is not for the estimation but for timely precaution of problems
emerging in cooperation. -
Pay
attention to profitability Long-term
cooperation may result in high “cost”,
as customers hope and require low-price in return for loyalty. But please
notice that profitability is more important than operation income in the
estimation. If the customer prefer to our low-profit product, the service
cost in the customer is much higher, may be even higher than the profit. Hereby,
it is essential to gain the average profit of every customer/ customer group
in a typical purchase period through sales record. The information can
provide managers the current relation between company and customer as well as
development trend directly. -
Make
Contingency Plan Never think a contingency plan is going behind
someone’s back, because it is essential to leave a way out in any important
relation, especially under business environment. If the only manager who is
responsible for maintaining the relationship goes against the professional
integrity, the cooperation will face serious tribulation. Therefore,
it is necessary for both parties to arrange 2 managers to participate in the
whole process of cooperation. If one withdraws from the process, the
cooperation won’t go to rack and ruin
immediately. Moreover,
both parties should know the potential partner or supplier in time and get in
preliminary
touch with them. For instance, some auto manufacturers usually establish
supplier data base, including parts suppliers which passed the company
preliminary certification. If suppliers’ problem arises, alternative
suppliers can replace them in time, so the loss in operation declines lowest. -
Co-
containment Like American system of "The Tri-Power
Independence", “co-containment” is the most effective method to maintain
cooperation. It refers to special investment, like irremovable asset, human
resource, special plan and equipment disposed to other cooperation. Both
parties establish “self-execute contract” referred by economist, because they
loss the motivation of division from the cooperation, and gain Double-win,
the powerful motivation to maintain cooperation. But please
pay attention that if one side can not ensure its partner’s
agreement on co-investment and the partner pauses the cooperation without notice,
he may be in dilemma of investment loss. Hereby, an independent organization
is needed to inspect the investment process in the operation. -
Establish
common business target In every
step of cooperation process, it is important for both sides to establish
common business target, which can classify the expectation, and ensure their
parts and responsibilities. If the premonition of problems appears, both
sides can review the initial target, which is beneficial for them to
stabilize relation and re-plan the development direction. -
Avoid
unnecessary suspicions It is important to be cautious under business environment,
but overcorrect action also should be avoided. Completely without belief is
as dangerous as blindfold belief, and sometimes both sides may stick in the
mud of suspicious. At the beginning, partners may be dubitative, confused
about the questions like “why does partner meet with the competitor?” or “why
do they make market research on our sales market?”. Then, the direct response
of the misgivings is the conscious or unconscious action to partners, like
the warming of “re-emphasis on no information to competitors”, etc. With the
deepening of suspicious response, some more obvious mistrust actions may lead
to the break-up of relation. Based on the research, suspicious situation
exists in quite a few break-up cases, and accelerates the division of the
relation. We can not expect the corporative relation
can last forever like the interpersonal relationship. Separation and
cooperation always occur. For example, a manufacturer has cooperation with
five suppliers; the manufacturer balances the business relation constantly,
and ends the business with some partners gradually, in addition, the company
reforms the cooperation method with current supplier as well as develops new
partners. It is common and ideal to any organization. Intimate business relation
needs parties’ maintenance, investment and attention. Merely wish but without
prevention and preparation, even the firmest alliance may result in
disintegration Source:
(Some content of the article is quoted from “MIT Sloan Management Review”
No.1/ Spring issue) (Contributed by Sandy Cui,
SunFaith Research) |
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