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Question 1问题1
当时，亚马逊近三分之一的利润来自其他一系列在亚马逊网上开店的零售商。亚马逊积极与其他在线零售商合作。亚马逊与玩具反斗城（TOYS R US）合作的战略目标是改善亚马逊的产品销售链，使亚马逊成为一站式的网上购物中心。Tru的战略目标是成为亚马逊儿童玩具和用品的独家经销商，利用亚马逊的渠道、网络技术和市场占有率扩大销售。
双方达成的战略目标是在以下协议的基础上相互兼容的：TRU应向亚马逊提供足够的产品用于库存，但产品数量不能超过TRU因回购滞销玩具而损失的资金。亚马逊同意Tru是其网站上的独家玩具和婴儿用品销售商。
At that time, nearly a third of Amazon's profits came from a series of other retailers that opened stores on Amazon.com. Amazon actively cooperated with other online retailers. The strategic goal of cooperation between Amazon and Toys R Us (TRU) was to improve Amazon’s product sales chain, making Amazon a one-stop shopping online shop. The strategic goal of TRU was to become Amazon's exclusive distributor of children's toys and supplies, taking advantage of Amazon's channel, network technology and market presence to expand its sales.
The strategic goals reached by the two parties were compatible with each other on the basis of the following agreements: TRU should provide enough products to Amazon for stocking, but the quantity of products can not be more than that TRU s will lose funds due to the repurchase of unsalable toys. Amazon agreed that TRU is the exclusive toy and baby product seller on its site.
亚马逊在双方冲突中的主要目标是尽可能地改善玩具和儿童产品的生产线，引入TRU以外的零售商，使消费者有更多的选择，使亚马逊成为真正的一站式商店，从而更好地培养消费者的忠诚度。Tru的目标是加强其作为亚马逊在线商店玩具和儿童产品的独家销售地位，同时提供更多畅销产品和更少的滞销产品，使企业能够在降低成本的同时扩大销售收入。
为了缓解双方之间的战略冲突，亚马逊建议通过使用技术来允许其他零售商提供Tru未销售或已售完的产品，从而增加来自其他零售商的玩具和婴儿产品的数量。亚马逊还建议与Tru分享收入。TRU确认，尽管他们不想接受这些条款，但他们仍然同意尝试谈判协议。但后来，Tru认为亚马逊单方面无法向玩具店引进技术。后来，亚马逊和Tru未能达成妥协，Tru证实，事实上，那些侵犯他们权利的人仍在不断升级，最终双方走上了诉诸法律的道路。
Amazon's main goal in the conflict between the two sides was to improve the product line in toys and children's products as much as possible and to introduce retailers other than TRU to make consumers have more choices and make Amazon a truly one-stop shop, so as to better cultivate consumer loyalty. The goal of TRU was to reinforce their exclusive position as the sole seller of toys and children's products on Amazon's online store, while providing more bestsellers and less unsalable products to enable the enterprise to expand their sales revenue while cut costs.
To ease the strategic conflict between the two sides, Amazon proposed to increase the number of toys and baby products from other retailers by using technology to allow other retailers to offer products that TRU did not sell or sold out. Amazon also recommended sharing revenue with TRU. TRU confirmed that although they did not want to accept these terms, they still agreed to try the negotiation agreement. But later, TRU believed that Amazon was unilaterally unable to introduce technology to the toy store. Later, Amazon and TRU failed to reach a compromise, and TRU confirmed that in fact, those infringed on their rights were still escalating, and eventually the two sides embarked on the road to legal litigation.
综上所述，双方不接受目标的差异，如果接受，将有利于双方短期合作，亚马逊可以实现产品致富的目标，Tru也可以获得一定的财务收入弥补失去部分独家销售权的损失。但从长远来看，亚马逊将更好，它将能够有效地扩大其产品线，同时在财务补偿方面更为积极主动，而且它将对Tru更为不利，因为它在确定其他零售商可以销售哪些产品以及给予多少财务补偿方面没有支配权，而这是很可能会对自身利益造成持续的损害，而这又不符合预期。Tru也可能考虑到这一点，当时他们拒绝与亚马逊妥协。
All in all, the two sides did not accept the difference in the goals, if accepted, it would be beneficial for the short-term cooperation between the two sides, Amazon could achieve the goal of enriching products, and TRU also could get some financial income to make up for their loss of losing some exclusive sales right. But in the longer term, it would be better for Amazon, it would be able to effectively expand its product line while be more proactive in terms of financial compensation, and it would be more unfavorable for TRU, as it has no dominance in determining what products that other retailers can sell and how much financial compensation to be given, which was likely to lead to continuous damage to its own interests, which in turn fell short of expectations. TRU may also consider this point at the time when they refused to compromise with Amazon.
Question 2问题2
Tru的首席执行官约翰艾勒（JohnEyler）指出，他们对亚马逊没有丝毫信心，基于此，作者得到了两个启示。
首先，在战略联盟中，伙伴之间的冲突不是一种罕见的现象，而是普遍存在的。战略联盟实质上是一种伙伴关系，涉及通过正式和非正式合同在多个行动者之间交换和共享资源。因此，由于利益不一致、目标不一致、沟通问题和文化冲突等诸多因素，联盟伙伴之间可能会产生冲突。在战略联盟中经常会发现冲突，例如在本例中发现的冲突。在合作初期，他们的战略联盟是乐观的，随着合作的深入，各种冲突不断出现，最终导致联盟的瓦解。联盟伙伴之间的潜在冲突可能会产生非常严重的后果，如相互不信任、联盟解体等。冲突的可能性越大，跨国战略联盟就越有可能失败。因此，联盟伙伴必须采取正确的应对策略来解决冲突。第二，在这种情况下，两个公司冲突的根源之一是双方在战略发展目标上的不一致。解决这一矛盾可以从以下三个方面来考虑。首先，双方在制定战略目标时，应采取“移情”的方式，站在对方的立场看待问题，就双边关系的发展方向达成共识。在制定战略目标时，他们应该把自己的期望和联盟伙伴的战略目标作为分析的依据。
John Eyler, who was the CEO of TRU pointed out that they did not have the slightest confidence in Amazon, based on this, the author got two inspirations.
First, in a strategic alliance, conflicts between partners are not a rare phenomenon, but ubiquitous. Strategic alliance is essentially a partnership that involves the exchange and sharing of resources among multiple actors through formal and informal contracts. Therefore, alliance partners may lead to conflict due to many factors such as inconsistent interests, inconsistent goals, communication problems and cultural conflicts. Conflicts are frequently found in strategic alliances, such as what is found in this case. At the beginning of their cooperation, their strategic alliance is optimistic, with the deepening of cooperation, various conflicts have emerged constantly, eventually leading to the collapse of the alliance. The potential conflict between alliance partners may have very serious consequences, such as mutual distrust, disintegration of the alliance, and so on. The greater the possibility of conflicts there is, the more likely the multinational strategic alliance will fail. Therefore, it is very necessary for alliance partners to take the right coping strategies to resolve conflicts. Second, in this case, one of the root causes of the two firms' conflicts is the inconsistency between the two sides in their strategic development goals. To resolve this conflict can be considered from the following three aspects.
First of all, both sides should adopt the method of "empathy" when the two enterprise develop their strategic goals, they should look at issues from the standpoint of each other and reach a consensus on the directions of development of the bilateral relations. When formulating strategic goals, they should take their own expectations and the strategic goals of their alliance partners as an analytical factor, making the strategic objectives of the enterprises be coordinated with the goals of alliance partners’ so as to reduce the uncertainties in the implementation of the strategies. Then, in the process of formulating and implementing strategies, enterprises should keep constant communication with alliance partners to transmit and collect relevant information to them. Considering the matters involving alliances, moreover, it is necessary to ensure the joint participation of all the partners in the coalition. Finally, in the process of implementing strategies, on the one hand, it is necessary for both sides of an alliance to promote the early involvement of all the departments and employees of a party as well as the various departments and employees of the other party in the alliance to strive for the early detection and resolution of conflicts. On the other hand, when conflicts can not be avoided, enterprises should have their own patience to tolerate some deficiencies of their partners’ in coalition. At the same time, over-commitment and dependence on partners should be avoided, legal rights of both parties in an alliance should be protected in accordance with the legal documents signed by both parties.#p#分页标题#e#
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