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E-raamat: Joint Venture Strategies

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  • Formaat: 320 pages
  • Ilmumisaeg: 01-Dec-2015
  • Kirjastus: Edward Elgar Publishing Ltd
  • ISBN-13: 9781783475049
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Joint Venture StrategiesSuurem pilt
  • Formaat: 320 pages
  • Ilmumisaeg: 01-Dec-2015
  • Kirjastus: Edward Elgar Publishing Ltd
  • ISBN-13: 9781783475049
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Although they have the potential to create synergies, joint ventures by their nature contain inherent risk. Therefore, each partner in a joint venture needs to incentivize each other in order to maximize its own payoff. Extensive pre-contractual and post-contractual bargaining is essential. This book provides successful bargaining strategies from the point of view of each partner company.Using a game theoretical framework to analyze joint venture strategy, it describes practical and legal issues that arise when creating synergies and incentive bargaining in a joint venture. With a particular focus on intellectual property law, including analysis based on many real cases, the book covers issues relating to creating synergies, corporate law issues of conflicts of interest, and antitrust law issues relating to cooperation between independent companies.

Theoretically new and practically useful, Joint Venture Strategies will appeal to academics and practicing lawyers. From a corporate perspective, this book is essential for successful joint venture planning and strategy.

Arvustused

Joint Venture Strategies: Design, Bargaining, and the Law is a thoughtful approach to negotiating workable joint ventures. Significant detail is devoted to performing appropriate preparatory activities to improve the range of terms that could be considered in forging contractual agreements. The book sets realistic expectations for firms who might cooperate with partners by delineating the pitfalls of venturing and anticipating the posturing of potential parties with the objective of creating synergistic returns for all. Company examples inform their explanations of how to structure controls and share the benefits of working with partners. Special detail is devoted to the needs of venture capital and private equity investors. The book is necessary homework to be read before courting attractive opportunities through joint ventures. -- Kathryn Rudie Harrigan, Columbia Business School, US

Preface viii
1 Introduction
1(10)
1.1 Overview
1(1)
1.2 The structure of incentive bargaining in joint ventures
2(1)
1.3 Synergies and intellectual property
3(2)
1.4 Staged bargaining
5(2)
1.5 The success and future of joint ventures
7(4)
PART I INCENTIVE BARGAINING
2 Conflicts and risks in joint ventures: premises of incentive bargaining
11(18)
2.1 Conflicts in joint ventures
12(12)
2.2 Risks of participating in a joint venture
24(3)
2.3 Methods of motivating partners to provide capital to one another
27(2)
3 Bargaining over sharing control
29(8)
3.1 Bargaining over voting rights
29(2)
3.2 Bargaining over composition of the board of directors and management appointments
31(1)
3.3 Bargaining over sharing of veto rights
32(2)
3.4 Bargaining over rights to information disclosure
34(1)
3.5 Bargaining over exit rights
35(2)
4 Bargaining over sharing total return
37(15)
4.1 Three types of return
37(1)
4.2 Return on investment
38(2)
4.3 Return from transactions
40(8)
4.4 Ancillary return
48(4)
5 Bargaining over exit rights
52(19)
5.1 The significance and idiosyncrasies of exit rights in incentive bargaining
52(3)
5.2 Grounds for exit
55(3)
5.3 Bargaining over exit conditions
58(1)
5.4 Methods of exit provided by law
58(2)
5.5 Valuation of ownership interests
60(3)
5.6 Post-exit arrangements
63(3)
5.7 Case analysis
66(5)
PART II SYNERGIES AND INTELLECTUAL PROPERTY
6 Synergies
71(16)
6.1 Definition of synergies
71(4)
6.2 Classification of joint ventures by objective
75(7)
6.3 Antitrust law
82(2)
6.4 Reasons for creating a JV company in addition to a contractual alliance
84(3)
7 Intellectual property and incentive bargaining
87(28)
7.1 Planning related to human capital contributions to joint ventures
87(9)
7.2 Acquisition of control through IP rights
96(1)
7.3 IP rights as a means of sharing total return
97(4)
7.4 IP rights and exit
101(2)
7.5 License agreements
103(12)
PART III STAGED BARGAINING
8 Pre-contract bargaining
115(17)
8.1 Joint venture lifecycle: four stages
115(1)
8.2 Preparatory stage: pre-contract bargaining
116(10)
8.3 Establishment stage
126(6)
9 Legal measures for finalizing bargains
132(12)
9.1 Joint venture agreement
132(2)
9.2 Ancillary agreements concerning transactions with the joint venture
134(1)
9.3 Agreement regarding joint venture governance and organizational law
135(5)
9.4 Joint venture's charter/articles of incorporation
140(4)
10 Post-contract bargaining
144(14)
10.1 Monitoring during the operational stage
144(1)
10.2 Need for renegotiation between partners
145(4)
10.3 Renegotiation during the operational stage
149(4)
10.4 Renegotiation at the termination stage
153(2)
10.5 Joint venture funding methods and renegotiation
155(3)
11 Cost-centers, profit-centers, and human capital provider autonomy
158(11)
11.1 Cost-center versus profit-center
158(5)
11.2 Monitoring and the autonomy of human capital providers
163(6)
12 Termination of the joint venture
169(16)
12.1 Termination by agreement
169(1)
12.2 Termination without agreement
169(5)
12.3 Practical issues relating to joint venture termination
174(11)
PART IV THE SUCCESS AND FUTURE OF JOINT VENTURES
13 Successful joint ventures: avoiding common joint venture pitfalls
185(9)
13.1 Types of joint venture failure
185(2)
13.2 Causes of organizational management failure
187(2)
13.3 Preventing and resolving organizational management failures
189(3)
13.4 The bottom line: creating a sustainable joint venture
192(2)
14 New trend: hybridization of joint venture agreements and venture capital investment agreements
194(14)
14.1 Contractual organizations
194(1)
14.2 Comparison between joint venture agreements and venture capital investment agreements
195(2)
14.3 Strategic alliances in pursuit of technological innovation
197(7)
14.4 Strategic alliances between venture capitalists and large corporations acting as strategic investors
204(4)
Appendix 1 208(3)
Appendix 2 211(91)
References 302(5)
Index 307
Zenichi Shishido, Professor, Hitotsubashi University, Munetaka Fukuda, General Manager, Internal Audit Division, Solar Frontier K.K. and Masato Umetani, Japan Manned Space Systems Corporation (JAMSS), Japan
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