大企業の担当者としては、マインドやスピード感が求められるのではないか。
大企業と協業する上では主にミドルステージのベンチャーが多い。
なぜならば大企業と協業を検討するためにはベンチャー側に一定のビジネス規模が求められる。
大企業側が提供するアセットが明確であることも重要なファクターである。
M社の事例は比較的成功したケースである。
大企業は営業力を持っている。
M社は素晴らしいプロダクトを持っている。
その場合、大企業が国内外においてM社のプロダクトを販売する。
評価
44
翻訳 / 英語
- 2016/05/25 18:33:21に投稿されました
A person in charge in a big company needs to have concrete mind and speedy decision making, I guess.
In case to establish partnership with a big company, the players mainly tend to be ventures in the middle stage.
That is because a certain extent of business scale is required in the venture side in order to plan to establish partership with a big company.
It is also an important factor that the assets which a big company prepares is explicit and clear.
The case of company M is relatively successful case.
A big company has sales force.
Company M owns excellent products.
In that case, a big company will sell the product of Company M to both internally and externally of the country.
In case to establish partnership with a big company, the players mainly tend to be ventures in the middle stage.
That is because a certain extent of business scale is required in the venture side in order to plan to establish partership with a big company.
It is also an important factor that the assets which a big company prepares is explicit and clear.
The case of company M is relatively successful case.
A big company has sales force.
Company M owns excellent products.
In that case, a big company will sell the product of Company M to both internally and externally of the country.
評価
50
翻訳 / 英語
- 2016/05/25 22:26:35に投稿されました
I suppose that a person in charge from large corporation is required to have spirit of readiness and sense of speed.
Many of collaborations with large corporations are with mid-stage ventures.
That is because certain level of business size is required for ventures in order to work with large corporations.
Another important factor is whether the assets provided from a large corporation are clearly set.
The case of M company was relatively successful one.
The large corporation had sales capabilities.
M company had excellent products.
Then, the large corporation sells M company’s products both in and out of country.
Many of collaborations with large corporations are with mid-stage ventures.
That is because certain level of business size is required for ventures in order to work with large corporations.
Another important factor is whether the assets provided from a large corporation are clearly set.
The case of M company was relatively successful one.
The large corporation had sales capabilities.
M company had excellent products.
Then, the large corporation sells M company’s products both in and out of country.
評価
50
翻訳 / 英語
- 2016/05/25 18:43:20に投稿されました
As the person in charge of an enterprise, shouldn't sense of mind and speed be requested?
From the point of view of cooperation with an enterprise, there are primarily a lot of middle stage ventures.
The reason is that, in order to consider a cooperation with an enterprise, a definite business plan is requested on the side of the ventures.
The assets offered by the enterprise side are essential and also clear factors.
Company M's example is a case of relative success.
An enteprise has business power.
Company M has wonderful products.
In that situation, the enterprise will sell Company M's products inside and outside the country.
From the point of view of cooperation with an enterprise, there are primarily a lot of middle stage ventures.
The reason is that, in order to consider a cooperation with an enterprise, a definite business plan is requested on the side of the ventures.
The assets offered by the enterprise side are essential and also clear factors.
Company M's example is a case of relative success.
An enteprise has business power.
Company M has wonderful products.
In that situation, the enterprise will sell Company M's products inside and outside the country.
両社がそれぞれ持っていないものを補完した例です。
日本でのあるケースの場合、協業内容をしっかりと固めてやったがうまくいかなかった。
大企業はベンチャーのように修正するスピードが遅い。
結果的にベンチャーの事業スピードが失われた。
日本特有の問題は特にないように思える。
最近、小さなIPOを狙うベンチャーが増えてきているように思う。
つまり、魅力的なベンチャーが少なくなってきているのではないか。
大企業は人材や評価制度も含めて変えていく必要があると私は思う。
評価
44
翻訳 / 英語
- 2016/05/25 18:39:33に投稿されました
This is an example case where both companies have complemented each other as for missing things for each.
In one case in Japan, they defined the partnership very explicitly, but it did not work well.
A big company cannot fix or modify the way to operate business as fast as venture companies.
As a result, the speed of venture's business has been lost.
It does not seem there is Japanese unique issues.
Recently, more and more ventures are aiming small IPO, I believe.
That is, it would be because fewer ventures are attractive.
I think that a big company has to change its system, including human relations and personal evaluation system.
In one case in Japan, they defined the partnership very explicitly, but it did not work well.
A big company cannot fix or modify the way to operate business as fast as venture companies.
As a result, the speed of venture's business has been lost.
It does not seem there is Japanese unique issues.
Recently, more and more ventures are aiming small IPO, I believe.
That is, it would be because fewer ventures are attractive.
I think that a big company has to change its system, including human relations and personal evaluation system.
評価
51
翻訳 / 英語
- 2016/05/25 18:59:11に投稿されました
It is the example that both of the companies complemented the things they don't have separately.
In case of Japan's company, they fixed the content of the co-working but it didn't go well.
A big firm repairs slowly like a venture.
The business speed of the venture was lost at the end.
It doesn't seem that they have a Japan specified problem.
I think the ventures to target a small IPO are increasing recently.
Namely, attractive ventures are getting lower.
I think that big firms need to change human resources and assessment system.
In case of Japan's company, they fixed the content of the co-working but it didn't go well.
A big firm repairs slowly like a venture.
The business speed of the venture was lost at the end.
It doesn't seem that they have a Japan specified problem.
I think the ventures to target a small IPO are increasing recently.
Namely, attractive ventures are getting lower.
I think that big firms need to change human resources and assessment system.
評価
50
翻訳 / 英語
- 2016/05/25 19:02:24に投稿されました
Both companies have the habit of complementing what they're missing with each other.
In certain cases in Japan, a reliable consolidation of the cooperative industry matters had been unsuccessful.
The enterprise's revision speed is slow as a venture's.
The business speed of the venture concerning the result was lost.
It seems like there isn't, particularly, any Japanese-unique problem.
I think that recently ventures aiming at small IPOs have come to increase.
In other words, haven't fascinating ventures become smaller?
I think that, in the case of an enterprise, it's essential to transform and include talented people and a rating system.
In certain cases in Japan, a reliable consolidation of the cooperative industry matters had been unsuccessful.
The enterprise's revision speed is slow as a venture's.
The business speed of the venture concerning the result was lost.
It seems like there isn't, particularly, any Japanese-unique problem.
I think that recently ventures aiming at small IPOs have come to increase.
In other words, haven't fascinating ventures become smaller?
I think that, in the case of an enterprise, it's essential to transform and include talented people and a rating system.
評価
44
翻訳 / 英語
- 2016/05/25 18:53:55に投稿されました
This is an example that the two companies complement the things that they do not have respectively.
In a case in Japan, I firmly consolidated the collaboration content, but it did not work.
Large companies are slow to fix unlike venture.
As a result, business speed of venture has been lost.
There seems to be no Japan-specific problem .
Recently, I think, a growing number of venture are aiming a small IPO.
In other words, it seems fascinating ventures has become less.
I think the large companies need to change things, including human resources and evaluation system.
In a case in Japan, I firmly consolidated the collaboration content, but it did not work.
Large companies are slow to fix unlike venture.
As a result, business speed of venture has been lost.
There seems to be no Japan-specific problem .
Recently, I think, a growing number of venture are aiming a small IPO.
In other words, it seems fascinating ventures has become less.
I think the large companies need to change things, including human resources and evaluation system.
評価
44
翻訳 / 英語
- 2016/05/25 18:57:54に投稿されました
An example of both companies supplementing an object which they respectively do not own.
In the Japan in the event of a certain case, the contents of the cooperative companies is thoroughly consolidated however it did not proceed smoothly.
Big enterprise are slow in the rate of revising ventures.
Resultantly, the speed of the venture of the enterprise is lost.
It is thought that this is not a particular problem in Japan.
Recently I think that ventures that aim for small IPOs has increased.
In short, it is not that attractive ventures are not few?
I think that is is essential for big companies to include and change human resources and the rating system
In the Japan in the event of a certain case, the contents of the cooperative companies is thoroughly consolidated however it did not proceed smoothly.
Big enterprise are slow in the rate of revising ventures.
Resultantly, the speed of the venture of the enterprise is lost.
It is thought that this is not a particular problem in Japan.
Recently I think that ventures that aim for small IPOs has increased.
In short, it is not that attractive ventures are not few?
I think that is is essential for big companies to include and change human resources and the rating system
