■ 歐學迪 Audi Ou
Strategic alliances bring firms together, creating partnerships that complement each party's competitive strengths. Through complementarities in resources, such as funding and market access, or in skills such as manufacturing capabilities and technology know-how, partners can enhance each other's competitiveness. According to Mr. Miau's experience, through the formation of strategic alliance, partners can capitalize on each other's resources, access developed technologies, avoid redundant investments, and enjoy the benefits of scale economy without having to actually expand in scale. Joint venture is a critical part of the strategic alliance. Chairman Miau, who has been honored as “Mr. Joint Venture,” has put the concept of joint venture into practice to the fullest, employing a firm global foundation for MiTAC-SYNNEX Group.
“Strength through collaboration” has always been Mr. Matthew Miau's strong-believed ideology for the pursuit of win-win solution. Under his leadership, MiTAC-SYNNEX Group established many subsidiary firms including BOCLH and MiTAC Technology Corporation through its central strategy of joint venture.
Taking the coming of BOLCH Co. for instance, at an unexpected encounter with the “Thames Bubbler” in London, Mr. Miau observed a huge business opportunity. After performing SWOT and PEST strategical analysis, which he refers to as the “scientific fortune telling” process, he realized that although his conglomerate possesses the capital and human resources required, what he lacked was the adequate time to penetrate the market. On the contrary, British Oxygen Corporation had the technological advantage in the know-how but was not able to enter the Taiwan market due to high cost concerns. With this rationale, both parties decided upon an equity venture.
Mr. Miau stresses that the intention for forming strategic alliances is not about taking advantage of partners (as in preference for a 50:50 joint-equity for instance), but rather, is about complementing each other's needs and generating a synergy effect for mutual benefit so to create a business opportunity that would not otherwise exist.
策略聯盟乃企業結合具有不同競爭優勢的夥伴，在生產、市場、資金或技術上合作，以加強彼此競爭實力。
根據苗豐強的經驗，藉著策略聯盟，分享彼此資源、掌握成熟技術、避免重複投資，能夠不大幅擴張而享受到經濟規模所帶來的效益。合資可說是策略聯盟中相當重要的一環，以素有「合資先生」美譽的苗董事長為例，他將合資這樣一個概念發揮得淋漓盡致，為神通集團奠定布局全球的穩固基礎。
「合作就是力量」，一直是苗豐強堅信的雙贏哲學。在其領導下的神通集團，有許多企業例如聯華氣體及神基等，是經由策略聯盟中的合資方式為主要經營策略。
以聯華氣體公司為例，一趟在倫敦與「泰晤士氣泡號」的巧遇，苗豐強觀察到工業氣體有其龐大商機時，經過「科學算命」（SWOT/PEST策略分析）後，他體驗到，雖然集團擁有資金及人才，但缺乏足夠的時間攻占市場；反觀英國氧氣公司雖有技術優勢，但因成本過高，始終與台灣市場無緣，因此奠定了雙方合資的意圖。
苗豐強強調，策略聯盟不是以占對方便宜為出發點(譬如特別偏好50:50的合資方式)，而是基於彼此需求，共同促成對雙方有益的事情，創造出原本沒有的機會。
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