Industrial strategic alliance is in a constantly changing internal and external economic and social environment, and the uncertainty and complexity of this environment are easy to cause certain losses to the members of strategic alliance, and the possibility of this loss is the risk of strategic alliance. The following is my paper on the connotation and characteristics of enterprise strategic alliance. For more details, please pay attention to paper net graduation.

Abstract: In the fierce market competition, in order to survive and develop better, enterprises have established strategic alliances and seized the market by taking advantage of the overall competitive advantage of the alliances. At the same time, the member enterprises of the alliance inevitably face various risks, which are mainly affected by the inconsistent goals of the member enterprises, the wrong choice of strategic partners, the difficulty in coordinating interests among members and other factors. In order to effectively prevent risks, it is necessary to coordinate and unify alliance objectives, carefully select strategic partners, and establish interest coordination and restraint mechanisms.

Keywords: enterprise strategic alliance; Alliance risk; cooperative partner

First, the connotation of enterprise strategic alliance

Enterprise strategic alliance is an organizational form of modern enterprise cooperation and competition, and a strategic choice made by enterprises in order to better cope with fierce competition. Specifically, enterprise strategic alliance is a long-term and stable enterprise partnership composed of two or more completely independent enterprises in the form of agreement or equity participation, in order to pursue the strategic goals of resource sharing, risk sharing and complementary advantages among enterprises, and finally realize the win-win situation of all member enterprises in the strategic alliance. By establishing enterprise strategic alliance, we can expand the business scope of enterprises, reduce operating costs, disperse operating risks to a certain extent, help enterprises enter new industries or fields, and enhance their market competitiveness. Although enterprise strategic alliance has many advantages, there are still many failure cases in its development. The reason is that the alliance risk in the formation and development of enterprise strategic alliance is still a very important reason for the failure of the alliance.

Second, the risks and characteristics of enterprise strategic alliance

(A) enterprise strategic alliance risk

Because the strategic alliance is composed of completely independent enterprises, the dynamic and open nature of the alliance determines that it will inevitably face various risk problems in the process of formation and development. The enterprise strategic alliance is in the ever-changing internal and external economic and social environment, and the uncertainty and complexity of this environment are easy to cause certain losses to the member enterprises within the strategic alliance, and the possibility of this loss is the enterprise strategic alliance risk. Therefore, independent enterprises should pay special attention to alliance risks while seeking benefits by joining strategic alliances.

(B) the characteristics of enterprise strategic alliance risk

1. Subjective and objective.

The alliance risks faced by enterprises in strategic alliances are both objective and subjective. On the one hand, the subjective goal of an enterprise to join a strategic alliance is to gain the benefits of the alliance, and the alliance risks it bears are not out of subjective will, but the risks it must face objectively. If the comprehensive strength of enterprises after joining the alliance is significantly enhanced, it will inevitably attract the attention of leading enterprises in the industry and even suppress them. This risk exists objectively because of the alliance. On the other hand, before joining the strategic alliance, the enterprise made the wrong decision because it didn't do enough research and analysis or was misled by the wrong information, which not only failed to bring the expected benefits to the enterprise, but also brought some losses to the enterprise. This risk is decided by the enterprise itself and is obviously subjective.

2. Uncertainty.

Risk itself is highly uncertain, and the uncertainty of alliance risk is mainly caused by random factors and insufficient information. The choice of alliance partners and alliance strategies is influenced by random factors to some extent, and the uncertainty they bring can generally be estimated and measured, and then measures can be taken to correct it. However, the lack of information will always exist, which means that it is impossible for any enterprise to master all the information it needs. The lack of some information makes it impossible for enterprises to conduct a comprehensive analysis, so it is difficult to measure the uncertainty risk caused by insufficient information.

3. negative.

Risk itself is a kind of uncertainty that may cause losses. The risk of enterprise strategic alliance mainly shows that it may bring losses to the member enterprises in the alliance, that is, it will bring negative effects to the enterprises. For technology alliances, research and development may fail because the new products developed cannot effectively meet the needs of consumers. For the resource alliance, there may be enterprises that didn't have certain resources in the past, and then seize the resource advantages of other enterprises in the alliance through the alliance, resulting in the loss of the original advantageous enterprises.

4. Relativity theory

Different enterprise strategic alliances, or different member enterprises in the same alliance, have different risk tolerance, that is, they have the characteristics of relativity. Each member enterprise in the alliance has its own advantages in technology, capital, management experience and market. When the alliance faces financial risks, as the risk taker, each member enterprise's ability to cope with risks will definitely be different. Member enterprises with abundant funds and reasonable structure can cope better, while member enterprises with less funds will bear greater risks and be more difficult to cope with.

Third, the influencing factors of enterprise strategic alliance risk

(A) the objectives of enterprise alliances are different

The reason why enterprises choose alliances is necessarily for one or some specific goals, which is understandable in itself. However, if the objectives of the alliance are not unified and there are major differences among the member enterprises, the alliance will not be able to form a joint force and the development direction of the alliance will be unclear. For example, some member enterprises join the alliance only to get the name of an alliance member and do not actually participate in the specific operation of the alliance. This formal alliance exists in name only and has no practical significance. There are also some enterprises that join the alliance in order to gain benefits from the alliance, but they are unwilling to pay and contribute to the alliance. For those member enterprises that have made contributions, the obvious unfairness prevents them from getting due benefits from the alliance, which eventually leads to the disintegration and failure of the alliance.

(B) strategic partner selection errors

It is the key to the success of strategic alliance that enterprises choose which one or several enterprises to form strategic alliance with. Before choosing partners and forming strategic alliances, many enterprises did not make careful analysis and selection, and did not conduct in-depth and detailed research on the core competitiveness, corporate culture and alliance motivation of partners. If you don't know the partners of the strategic alliance, you may make mistakes in choosing, and even seriously affect the maintenance and development of the whole alliance. For example, an enterprise lacks experience in overseas operation, but when selecting strategic alliance partners, it does not make a detailed investigation and analysis of the overseas operation experience and ability of the partner enterprises, and only stays on the surface impression, which makes the selected partners lack the management experience and ability they need, resulting in the failure to achieve the alliance effect. In addition, if you don't reach an understanding with your partners, even if your partners have the required capabilities, they will lose the foundation of the alliance because they are unable or unwilling to provide corresponding support.

(3) It is difficult to coordinate the interests of members.

Whether the operation and development of enterprise strategic alliance can achieve the expected effect depends on the interest coordination among the members of the alliance. The interests of many alliance member enterprises are not well coordinated, which leads to serious differences. Often, an enterprise thinks that it pays more and gets less benefits, and the distribution of benefits within the alliance is unfair, which leads to passive resistance and affects the sustained and healthy development of strategic alliances. There are also some member enterprises whose understanding and prediction of their own efforts and interests are untrue, objective and inaccurate. When the actual benefits are lower than the expected benefits, it will breed dissatisfaction and slack, which is not conducive to cooperation among member enterprises.

Four, enterprise strategic alliance risk prevention measures

(a) Coordinating and unifying the objectives of the Alliance

Only when the goals of the member enterprises in the alliance are coordinated can they form a joint force and stand and develop in the market with the overall competitive advantage of the alliance. First of all, enterprises should fully study and analyze their own weaknesses or areas that need improvement, and then determine the needs and goals of the alliance. Secondly, conduct extensive consultations with other member enterprises in the alliance, analyze and find out the parts with the same purpose of each member enterprise alliance, and strengthen and highlight them. Third, pay close attention to the dynamic changes of the goals of enterprises and other members of the alliance in time, avoid the consistent evolution from the initial goals to differences and conflicts, and conduct effective internal communication and coordination in time. Through coordination, we should try our best to maintain the consistency of alliance objectives, effectively ensure that all member enterprises are in step, and truly play the role of the alliance.

(B) careful selection of strategic partners

The choice of strategic partners is the premise of the success or failure of the alliance. To find it? Like-minded? The selection and determination of strategic partners should be cautious. First of all, it is necessary to analyze the alliance demand of the enterprise itself and use it as the alliance standard and condition to measure the alternative partners. Secondly, conduct extensive research to find potential partners who can meet the needs of enterprises and their ability to meet the needs. At the same time, we should also understand the needs of potential partners and our company's ability to meet each other's needs. Third, focus on analyzing the situation of potential partners in alliance goals, expected interests, corporate culture, etc., and make a comparative analysis with this enterprise, seek common ground while reserving differences, clarify the basis of cooperation, and determine the partners. Fourth, after the formation of the alliance, we should still pay close attention to the relevant situation of the partners, conduct dynamic tracking and analysis, replenish new partners in time, eliminate inappropriate cooperative enterprises, and always maintain the vitality of the alliance.

(C) the establishment of interest coordination and restraint mechanisms

The conflict of interests among the members of strategic alliance is the biggest obstacle to alliance cooperation. If the conflict is allowed to escalate, it will seriously affect the operation and success of the alliance. Therefore, it is necessary to establish an interest coordination and restraint mechanism within the alliance. We can openly discuss and study the interests of member enterprises, so that enterprises can fully understand the interests of other member enterprises and give them respect and support. Coordinate the differences and conflicts of interests of member enterprises, and guide them to pursue the consistency and long-term interests. At the same time, for those selfish enterprises that ignore the interests of other members of the alliance, strict restraint and punishment measures should be taken to regulate their unreasonable profit-seeking behavior. By establishing the interest coordination and restraint mechanism within the alliance, we can guide and standardize the behavior of each member enterprise and ensure the healthy and sustainable development of the alliance.

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