A joint venture involves two or more businesses pooling their resources and expertise to achieve a particular goal. The risks and rewards of the enterprise are also shared.
The reasons behind forming a joint venture include business expansion, development of new products or moving into new markets, particularly overseas.
Your business may have strong potential for growth and you may have innovative ideas and products. However, a joint venture could give you:
- more resources
- greater capacity
- increased technical expertise
- access to established markets and distribution channels
Types of joint venture
How you set up a joint venture depends on what you are trying to achieve.
One option is to agree to co-operate with another business in a limited and specific way. For example, a small business with an exciting new product might want to sell it through a larger company's distribution network. The two partners could agree a contract setting out the terms and conditions of how this would work.
Alternatively, you might want to set up a separate joint venture business, possibly a new company, to handle a particular contract. A joint venture company like this can be a very flexible option. The partners each own shares in the company and agree how it should be managed.
In some circumstances, other options may work better than a limited company. For example, you could form a business partnership or a limited liability partnership. You might even decide to completely merge your two businesses.
To help you decide what form of joint venture is best for you, you should consider whether you want to be involved in managing it. You should also think about what might happen if the venture goes wrong and how much risk you are prepared to accept.
It's worth taking legal advice to help identify your best option. The way you set up your joint venture affects how you run it and how any profits are shared and taxed. It also affects your liability if the venture goes wrong. You need a clear legal agreement setting out how the joint venture will work and how any income will be shared.
Joint venture - benefits and risks
Businesses of any size can use joint ventures to strengthen long-term relationships or to collaborate on short-term projects.
A successful joint venture can offer:
access to new markets and distribution networks
sharing of risks and costs with a partner
access to greater resources, including specialised staff, technology and finance
A joint venture can also be very flexible. For example, a joint venture can have a limited life span and only cover part of what you do, thus limiting the commitment for both parties and the business' exposure.
Joint ventures are especially popular with businesses in the transport and travel industries that operate in different countries.
The risks of joint ventures
Partnering with another business can be complex. It takes time and effort to build the right relationship. Problems are likely to arise if:
the objectives of the venture are not 100 per cent clear and communicated to everyone involved
the partners have different objectives for the joint venture
there is an imbalance in levels of expertise, investment or assets brought into the venture by the different partners
different cultures and management styles result in poor integration and co-operation
the partners don't provide sufficient leadership and support in the early stages
Success in a joint venture depends on thorough research and analysis
of aims and objectives. This should be followed up with effective
communication of the business plan to everyone involved.
Assess your readiness for a joint venture
Setting up a joint venture can represent a major change to your business. However beneficial it may be to your potential for growth, it needs to fit with your overall business strategy.
It's important to review your business strategy before committing to a joint venture. This should help you define what you can realistically expect. In fact, you might decide that there are better ways to achieve your business aims.
You may also want to look at what other businesses are doing, particularly those that operate in similar markets to yours. Seeing how they use joint ventures could help you choose the best approach for your business. At the same time, you could try to identify the skills they apply to partner successfully.
You can benefit from examining your own business. Be realistic about your strengths and weaknesses - consider performing a SWOT (strengths, weaknesses, opportunities and threats) analysis to discover whether the two businesses are a good fit. You will almost certainly want to find a joint venture partner that complements your own business' strengths and weaknesses. Find out how to conduct a SWOT analysis and download free templates on the businessballs website - Opens in a new window.
You should take into account your employees' attitudes and bear in mind that people can feel threatened by a joint venture. It can also be difficult to build effective working relationships if your partner has a different way of doing things.
If you do decide to form a joint venture, it may well help your business to grow faster, increase productivity and generate greater profits. Joint ventures often enable growth without having to borrow funds or look for outside investors. You may also be able to use your joint venture partner's customer database to market your product, or offer your partner's services and products to your existing customers. Joint venture partners also benefit from being able to join forces in purchasing, research and development.
Plan your joint venture relationship
Before starting a joint venture, the parties involved need to understand what they each want from the relationship.
Smaller businesses often want to access a larger partner's resources, such as a strong distribution network, specialist employees and financial resources. The larger business might benefit from working with a more flexible, innovative partner, or simply from access to new products or intellectual property.
Similarly, you might decide to build a stronger relationship with a supplier. You might benefit from their knowledge of new technologies and get a better quality of service. The supplier's aim might be to strengthen their business from a guaranteed volume of sales to you.
Whatever your aims, the arrangement needs to be fair to both parties. Any deal should:
recognise what you each contribute
ensure that you both understand what the agreement is expected to achieve
set realistic expectations and allow success to be measured
The objectives you agree should be turned into a working relationship that encourages teamwork and trust.
Choosing the right joint venture partner
The ideal partner in a joint venture is one that has resources, skills and assets that complement your own. The joint venture has to work contractually, but there should also be a good fit between the cultures of the two organisations.
A good starting place is to assess the suitability of existing customers and suppliers with whom you already have a long-term relationship. You could also think about your competitors or other professional associates. Broadly, you need to consider the following:
How well do they perform?
What is their attitude to collaboration and do they share your level of commitment?
Do you share the same business objectives?
Can you trust them?
Do their brand values complement yours?
What kind of reputation do they have?
If you opt to assess a new potential partner, you need to carry out some basic checks:
Are they financially secure?
Do they have any credit problems?
Do they already have joint venture partnerships with other businesses?
What kind of management team do they have in place?
How are they performing in terms of production, marketing and personnel?
What do their customers and suppliers say about their trustworthiness and reputation?
Create a joint venture agreement
When you decide to create a joint venture, you should set out the terms and conditions in a written agreement. This will help prevent any misunderstandings once the joint venture is up and running.
A written agreement should cover:
- the structure of the joint venture, eg whether it will be a separate business in its own right
the objectives of the joint venture
the financial contributions you will each make
whether you will transfer any assets or employees to the joint venture
ownership of intellectual property created by the joint venture
management and control, eg respective responsibilities and processes to be followed
how liabilities, profits and losses are shared
how any disputes between the partners will be resolved
You may also need other agreements, such as a confidentiality agreement to protect any commercial secrets you disclose.
It is essential to get independent expert advice before any final decisions are taken - contact your local Business Link as a starting point for advice.
Make your joint venture relationship work
A clear agreement is an essential part of building a good relationship. Consider these ideas:
Get your relationship off to a good start. For example, you might include a project that you know will be a success so that the team working on the joint venture can start well, even if you could have completed it on your own.
Communication is a key part of building the relationship. It's usually a good idea to arrange regular, face-to-face meetings for all the key people involved in the joint venture.
Sharing information openly, particularly on financial matters, also helps avoid partners becoming suspicious of each other. The more trust there is, the better the chances that your relationship will work.
It's essential that everyone knows what you are trying to achieve and works towards the same goals. Establishing clear performance indicators lets you measure performance and can give you early warning of potential problems.
At the same time, you should aim for a flexible relationship. Regularly review how you could improve the way things work and whether you should change your objectives.
Even in the best relationship, you'll almost certainly have problems from time to time. Approach any disagreement positively, looking for "win-win" solutions rather than trying to score points off each other. Your original joint venture agreement should set out agreed dispute resolution procedures in case you are unable to resolve your differences yourselves.
Ending a joint venture
Your business, your partner's business and your markets all change over time. A joint venture may be able to adapt to the new circumstances, but sooner or later most partnering arrangements come to an end. If your joint venture was set up to handle a particular project, it will naturally come to an end when the project is finished.
Ending a joint venture is always easiest if you have addressed the key issues in advance. A contractual joint venture, such as a distribution agreement, can include termination conditions. For example, you might each be allowed to give three months' notice to end the agreement. Alternatively, if you have set up a joint venture company, one option can be for one partner to buy the other out. The original agreement may typically require one partner to buy out the other.
The original agreement should also set out what will happen when the joint venture comes to an end. For example:
how shared intellectual property will be unbundled
how confidential information will continue to be protected
who will be entitled to any future income arising from the joint venture's activities
who will be responsible for any continuing liabilities, eg debts and guarantees given to customers
Even with a well-planned agreement, there are still likely to be issues to resolve. For example, you might need to agree who will continue to deal with a particular customer. Good planning and a positive approach to negotiation will help you arrange a friendly separation. This improves the chances that you can continue to trust each other and work together afterwards. It can also raise your profile in the business community as a reliable and productive partner.
Here's how I made a joint venture successful
Michael Henderson and Dave Harrison
Henderson and Harrison
Michael's top tips:
- "Everyone has a different way of working - it's a case of being tolerant and willing to meet halfway."
- "It's not just having complementary skills and experience that's important - you have to like and respect your partner otherwise it could cause conflict."
- "Agree clear aims and objectives - we both want to push the business forward and each of us knows how the other is going to do it."
What I did
Join forces with someone else so I could tender for larger projects
"Having put all my eggs in one basket, the work suddenly dried up when the builders went into liquidation. Both Dave and I continued to see the job through to the end working with the liquidators, and planning the work between us. A few months later, a large project came up for tender - but only for VAT-registered businesses. Dave and I discussed bidding for the work together under a joint venture of Henderson and Harrison as we couldn't do it under our own individual names because we weren't VAT registered. It was also attractive because the work called for electrics and plumbing together. We shook hands and decided to split the profits 50:50. The joint venture between us has continued from that moment."
Identify complementary skills
"It's a question of mixing and matching our talents to make the most of our skills. Dave is a hands-on person, so he supervises the jobs on site. He works well with the lads and is very knowledgeable about the technical side of plumbing. Dave always said I'm the one with the business brain, so I work in the office and I also go out to quote for new jobs. I like working with new customers, I'm a people person. Identifying and playing to your strengths is the key to working within a joint venture, it means we're both happy in our work."
Consider formalising the arrangement
"Our arrangement at the moment is a verbal one - we split everything 50:50. However, at some stage it's possible that we could put everything on an official footing. We would need to use a solicitor to draw up a proper agreement, which would formalise how we would divide up our profits and the value of assets, such as the stock and our vehicles."
What I'd do differently
Agreed to set up the partnership sooner
"Dave and I should have set up our joint venture sooner. Although we were happy working as individual contractors, once we joined forces, we could bid for bigger jobs and have the chance of making more profits. We did it because circumstances more or less forced us into it, but sometimes it's worth just taking the decision to move your business on and looking at a larger picture."
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