According to Gerard Baynham of Water Street Partners, there has been a lot of negative press about joint ventures, but objective data indicate that they can actually exceed 100% in controlled possession and subsidiaries. He writes: “Another account was taken from our recent analysis of U.S. Department of Commerce (DOC) data collected by more than 20,000 companies. According to DOC data, foreign joint ventures of U.S. companies achieved an average return of 5.5 percent on assets (ROA), while controlled and controlled subsidiaries of these companies (the vast majority of which are wholly owned) achieved a slightly lower roe of 5.2 percent. The same story applies to foreign business investment in the United States, but the difference is more pronounced. U.S.-based joint ventures achieved an average ROA of 2.2%, while 100% controlled and controlled subsidiaries in the United States accounted for only 0.7% of ROA. Companies create joint ventures for many reasons, including the following reasons: A joint venture can take many forms. Depending on the broadest definition, it may be a strategic agreement between two or more companies that pool resources to cooperate on a project or ongoing basis. Joint ventures are a useful way to work with other companies and combine different disciplines for targeted or general business purposes.
If you only read between the lines, you can deduce that it helps enormously to forge a joint venture with a company whose culture is similar to theirs. Business appeals are full of warning stories about failed corporate mergers, not because their fundamental purpose was poorly thought out, but because their corporate cultures were incompatible. Most joint ventures are formed, although some, such as in the oil and gas industry, are “unincorporated” joint ventures that mimic a business unit. If two or more people come together to form a temporary partnership for a given project, such a partnership can also be described as a joint venture in which the parties are “co-investors”. A joint venture is an entity consisting of two or more parties and generally characterized by common ownership, common returns and risks, and common governance. Companies generally pursue joint ventures for one of four reasons: access to a new market, particularly in emerging countries; Achieving a level of efficiency at scale by combining assets and operations; Sharing risk for large-scale investments or projects or have access to skills and skills.  Reuer and Leiblein`s work contradicted the assertion that joint ventures minimize the risk of decline.  · Always have a clear line of communication.
It is best to meet in advance all the key players in the joint venture. The key elements of a joint venture may be (but not limited): they say that small entrepreneurs have two eyes, for one reason – to drive one on existing customers and the other on new potentials. This condition cannot be considered a tunnel vision, but it is not an understatement to say that together, customers can form a single focal point to drive time and direct the energies of most in a small business. If you think that customers represent opportunities for business growth, but also that opportunities come in different packages, then it may be worth extending at least the Desfokus extension to a joint venture.