Beyond COVID-19: Crisis response or road to recovery?
Crisis response or road to recovery?
We surveyed international businesses on their experiences of forming joint ventures (JVs), what made collaborative efforts a success and their views on future collaborations. Key findings include:
|The pandemic is impacting strategy|
46% of businesses have had transaction plans altered due to COVID-19.
As with other types of transaction, uncertainty stemming from the pandemic has impacted plans for collaboration, although the relative effect and duration of such uncertainty is variable depending on sector.
|Joint ventures and collaboration are the future|
Of those who had clear plans, 44% are looking to form a JV in the next 12-24 months.
Joint ventures continue to be a popular part of a strategy for growth. Such a model for risk sharing might become more attractive during a period of uncertainty, potentially caused by the pandemic, technological disruption or geopolitical factors.
|Team of rivals?|
More businesses are looking at horizontal collaboration rather than to team with supply chains.
44% of respondents saw horizontal collaboration (rather than vertical or diagonal collaboration) as the space where joint ventures would play a part, reflecting perhaps defensive measures or routes to new markets.
|Joint ventures are delivering results|
Most are seen as successful with little need to renegotiate terms.
Our survey found that joint ventures were perceived to be complex but if parties were suitably prepared, then respondents said that joint ventures delivered on their objectives. 78% of respondents assessed the success of their joint ventures being “as expected” or “better than expected”.
|A clear and mutually beneficial strategy is the key to success|
Early stage expectation setting is the biggest factor behind successful joint ventures.
A clear articulation of business objectives and imperatives is important to the success of a joint venture. 67% of respondents said that clearly addressing expectations at an early stage was a key reason for expectations being met.
More opportunities are seen globally than domestically.
77% of respondents envisage that their next joint venture will be international in nature, reflecting findings that the most important reason for entering into a joint venture was access to new markets.
Discussing restructuring topics in Australia, Canada, the UK, Germany, the Netherlands and the US.
© Norton Rose Fulbright LLP 2021