Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0018
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 18 focuses on the non-financial service sector and the professional service firm in particular. It describes how professional service firms bent on expansion are increasingly developing characteristics similar to manufacturing firms, enabling them to take advantage of economies of scale and scope, thereby commoditizing their products/services. They are also digitizing back offices. As such they are making themselves good candidates for globalization by means of cooperative strategy. The chapter also considers the position of the smaller professional service firm, which it views as having more limited opportunities due to the weakness of its brand name in terms of international recognition. However, if the smaller firm focuses on bespoke products and developing a good unique selling proposition (USP), it too may use cooperative strategy successfully to aid its international expansion. Finally the chapter discusses how the collaborative movement has impacted on three specific service sectors, aviation, tourism, and academia.
{"title":"Cooperation in non-financial services","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0018","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0018","url":null,"abstract":"Chapter 18 focuses on the non-financial service sector and the professional service firm in particular. It describes how professional service firms bent on expansion are increasingly developing characteristics similar to manufacturing firms, enabling them to take advantage of economies of scale and scope, thereby commoditizing their products/services. They are also digitizing back offices. As such they are making themselves good candidates for globalization by means of cooperative strategy. The chapter also considers the position of the smaller professional service firm, which it views as having more limited opportunities due to the weakness of its brand name in terms of international recognition. However, if the smaller firm focuses on bespoke products and developing a good unique selling proposition (USP), it too may use cooperative strategy successfully to aid its international expansion. Finally the chapter discusses how the collaborative movement has impacted on three specific service sectors, aviation, tourism, and academia.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125684541","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0019
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 19 examines alliances in the financial services sector, focusing on banks as the major players. It describes how banks have traditionally formed strategic alliances with other banks and established deep networks. As such they have made themselves into the sector’s banking blocks. However, since the financial crisis of 2008 the terrain has changed and banks are facing the need to digitize and adopt modern technology to a greater degree than previously. The chapter considers the impact of digitization leading to cooperation between banks and software companies and the development of new business models based on the efficiencies digitization offers. It also looks at the cooperative relationship of banks with the new area characterized as Fintech and the emergence of new financial tools like cryptocurrencies and blockchain.
{"title":"Cooperation in the financial services sector","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0019","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0019","url":null,"abstract":"Chapter 19 examines alliances in the financial services sector, focusing on banks as the major players. It describes how banks have traditionally formed strategic alliances with other banks and established deep networks. As such they have made themselves into the sector’s banking blocks. However, since the financial crisis of 2008 the terrain has changed and banks are facing the need to digitize and adopt modern technology to a greater degree than previously. The chapter considers the impact of digitization leading to cooperation between banks and software companies and the development of new business models based on the efficiencies digitization offers. It also looks at the cooperative relationship of banks with the new area characterized as Fintech and the emergence of new financial tools like cryptocurrencies and blockchain.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132300107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/oso/9780198814634.003.0008
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 8 deals with those aspects of cooperation that precede the actual process of working together. It considers possible motives for alliances, noting that there are generally at least two, reflecting a company’s response to changes in the external environment and the company’s feeling of vulnerability or deficiency in certain areas of its operations. It may have inadequate market access, technology, brand strength, product range or other factors; it may lack financial muscle, or feel the need for speed to take advantage of a market opportunity that will not be there for long. Strategic, transaction-cost-reducing, and organizational learning motives for cooperative activity are compared and contrasted. Considering the increasingly important role that firms from emerging countries play in the global economy, this chapter also briefly compares the strategic motives of emerging-economy firms with those of developed-economy firms for alliance formation.
{"title":"Motives","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/oso/9780198814634.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780198814634.003.0008","url":null,"abstract":"Chapter 8 deals with those aspects of cooperation that precede the actual process of working together. It considers possible motives for alliances, noting that there are generally at least two, reflecting a company’s response to changes in the external environment and the company’s feeling of vulnerability or deficiency in certain areas of its operations. It may have inadequate market access, technology, brand strength, product range or other factors; it may lack financial muscle, or feel the need for speed to take advantage of a market opportunity that will not be there for long. Strategic, transaction-cost-reducing, and organizational learning motives for cooperative activity are compared and contrasted. Considering the increasingly important role that firms from emerging countries play in the global economy, this chapter also briefly compares the strategic motives of emerging-economy firms with those of developed-economy firms for alliance formation.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126302474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/acprof:oso/9780199266241.003.0016
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 22 notes the growing attraction of emerging economies as host locations for foreign direct investment (FDI). While acquisitions are generally the favored mode of FDI into developed-economy markets, cooperative forms allowing for local participation, such as joint ventures, have been more prevalent in emerging economies, often due to the mandatory requirements of host governments. Emerging economies are distinctive environments for MNEs partnering with local firms, and this can give rise to certain challenges. One is a conflict of objectives held by MNEs and their emerging economy alliance partner(s), with the latter prioritizing defensive and developmental needs. Additionally, the number of multinationals from emerging economy firms (EMNEs) has grown substantially, often internationalizing through alliances with developed economy MNEs as well as with firms in other emerging economies.
{"title":"Emerging economies","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/acprof:oso/9780199266241.003.0016","DOIUrl":"https://doi.org/10.1093/acprof:oso/9780199266241.003.0016","url":null,"abstract":"Chapter 22 notes the growing attraction of emerging economies as host locations for foreign direct investment (FDI). While acquisitions are generally the favored mode of FDI into developed-economy markets, cooperative forms allowing for local participation, such as joint ventures, have been more prevalent in emerging economies, often due to the mandatory requirements of host governments. Emerging economies are distinctive environments for MNEs partnering with local firms, and this can give rise to certain challenges. One is a conflict of objectives held by MNEs and their emerging economy alliance partner(s), with the latter prioritizing defensive and developmental needs. Additionally, the number of multinationals from emerging economy firms (EMNEs) has grown substantially, often internationalizing through alliances with developed economy MNEs as well as with firms in other emerging economies.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"283 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124525304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0016
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
This chapter examines cooperative strategies in the biopharma sector and then in IT. In the latter case, it focuses primarily on software production. These industries are archetypical of the knowledge-based and high-tech sector in which innovation is a key competitive factor. The increasing use of an open innovation approach makes cooperation, especially through a range of networked links, an appropriate strategy to follow. The chapter examines different types of alliance commonly found in the biopharmaceutical industry, and then continues by indicating the tensions that can arise between partners because of specific differences of interest, issues over intellectual property, and an imperfect cultural fit. It then turns to cooperation within the large and diverse IT sector. The focus is on alliances within the IT industry, as well as collaborations between IT firms and those in other industries, including life sciences. Again, different variants of cooperation are identified.
{"title":"High technology: biopharma and IT","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0016","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0016","url":null,"abstract":"This chapter examines cooperative strategies in the biopharma sector and then in IT. In the latter case, it focuses primarily on software production. These industries are archetypical of the knowledge-based and high-tech sector in which innovation is a key competitive factor. The increasing use of an open innovation approach makes cooperation, especially through a range of networked links, an appropriate strategy to follow. The chapter examines different types of alliance commonly found in the biopharmaceutical industry, and then continues by indicating the tensions that can arise between partners because of specific differences of interest, issues over intellectual property, and an imperfect cultural fit. It then turns to cooperation within the large and diverse IT sector. The focus is on alliances within the IT industry, as well as collaborations between IT firms and those in other industries, including life sciences. Again, different variants of cooperation are identified.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121593308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0011
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 11 considers the governance and control of alliances. It begins with the aims of alliance governance. It continues by considering the key issue of partner control, including formal and informal ways of exercising control. It discusses different dimensions of control that apply to alliances. These are the extent of control exercised by partners over their alliance, the activities and decisions which they control (focus), the mechanisms by which control is exercised, and the foundations for control. The chapter then discusses different combinations of control and coordination mechanisms which are appropriate for coping with the alliance governance challenges arising from financial, resource, and market risks as well as from the requirement to overcome potential conflicts and to ensure the necessary level of internal coordination. While the chapter focuses on governance in international joint ventures, it also discusses the governance of collaborations and of global value chains.
{"title":"Governance and control","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0011","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0011","url":null,"abstract":"Chapter 11 considers the governance and control of alliances. It begins with the aims of alliance governance. It continues by considering the key issue of partner control, including formal and informal ways of exercising control. It discusses different dimensions of control that apply to alliances. These are the extent of control exercised by partners over their alliance, the activities and decisions which they control (focus), the mechanisms by which control is exercised, and the foundations for control. The chapter then discusses different combinations of control and coordination mechanisms which are appropriate for coping with the alliance governance challenges arising from financial, resource, and market risks as well as from the requirement to overcome potential conflicts and to ensure the necessary level of internal coordination. While the chapter focuses on governance in international joint ventures, it also discusses the governance of collaborations and of global value chains.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116576501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/oso/9780198814634.003.0020
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 20 discusses public–private partnerships (PPPs) between government and major corporations. Generally, in PPPs the government sets the task and agrees the fee, while the private sector does the work and incurs the costs whilst receiving a contractually agreed profit. The project is normally building a major infrastructure facility. This arrangement has been very popular in the UK until recently, as well as in many other countries. In the USA a strong lobby is advocating the increased use of PPPs to update the country’s infrastructure. The chapter notes that the idea of public–private partnership is a good one in principle, but that scandals of excess profits (and sometimes losses) can result from deficiencies in negotiation and implementation. The chapter also considers success criteria for PPPs and concludes that they vary according to the political situation and hence motivation in the country in question.
{"title":"Public–private partnerships","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/oso/9780198814634.003.0020","DOIUrl":"https://doi.org/10.1093/oso/9780198814634.003.0020","url":null,"abstract":"Chapter 20 discusses public–private partnerships (PPPs) between government and major corporations. Generally, in PPPs the government sets the task and agrees the fee, while the private sector does the work and incurs the costs whilst receiving a contractually agreed profit. The project is normally building a major infrastructure facility. This arrangement has been very popular in the UK until recently, as well as in many other countries. In the USA a strong lobby is advocating the increased use of PPPs to update the country’s infrastructure. The chapter notes that the idea of public–private partnership is a good one in principle, but that scandals of excess profits (and sometimes losses) can result from deficiencies in negotiation and implementation. The chapter also considers success criteria for PPPs and concludes that they vary according to the political situation and hence motivation in the country in question.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121909370","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0014
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 14 recognizes that many alliances are established in order to enhance a company’s knowledge or capacity to generate new knowledge through learning. It identifies different forms of learning in and through alliances. Alliance partners’ motives toward learning are extremely significant, and the chapter distinguishes between alliances in which partners seek to learn collaboratively for their mutual benefit from other alliances in which learning becomes competitive and potentially exploitative. Effective organizational learning through alliances requires several conditions to be in place and the presence or otherwise of these conditions gives rise to a range of learning processes identified by research on international joint ventures. The closing sections of this chapter turn to the process whereby alliance learning can be facilitated. They identify the potential barriers to learning in alliances, and how the process might be managed constructively.
{"title":"Organizational learning and knowledge acquisition","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0014","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0014","url":null,"abstract":"Chapter 14 recognizes that many alliances are established in order to enhance a company’s knowledge or capacity to generate new knowledge through learning. It identifies different forms of learning in and through alliances. Alliance partners’ motives toward learning are extremely significant, and the chapter distinguishes between alliances in which partners seek to learn collaboratively for their mutual benefit from other alliances in which learning becomes competitive and potentially exploitative. Effective organizational learning through alliances requires several conditions to be in place and the presence or otherwise of these conditions gives rise to a range of learning processes identified by research on international joint ventures. The closing sections of this chapter turn to the process whereby alliance learning can be facilitated. They identify the potential barriers to learning in alliances, and how the process might be managed constructively.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127773863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0017
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 17 focuses on the automobile industry as a familiar, large-scale, globalized exemplar of manufacturing industries in general. It begins with the widespread use of cooperative strategies at the corporate level—whether using a corporate brand, building a family of brands that can use common innovation, platforms, and parts, or pursuing specific markets through alliances, the automotive industry offers a variety of cooperative strategies. The chapter then looks specifically at the use of joint production and supply agreements, a practice that is universal in the auto sector and has grown steadily as it has matured. Finally, it addresses market entry alliances to build and sell (and sometimes to design) cars—and perhaps to manage competition—in foreign markets. The chapter also addresses the issue of alliance versus acquisition in manufacturing before closing with a look at changes coming from the rapid growth of emerging markets.
{"title":"Automobiles: a key manufacturing industry","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0017","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0017","url":null,"abstract":"Chapter 17 focuses on the automobile industry as a familiar, large-scale, globalized exemplar of manufacturing industries in general. It begins with the widespread use of cooperative strategies at the corporate level—whether using a corporate brand, building a family of brands that can use common innovation, platforms, and parts, or pursuing specific markets through alliances, the automotive industry offers a variety of cooperative strategies. The chapter then looks specifically at the use of joint production and supply agreements, a practice that is universal in the auto sector and has grown steadily as it has matured. Finally, it addresses market entry alliances to build and sell (and sometimes to design) cars—and perhaps to manage competition—in foreign markets. The chapter also addresses the issue of alliance versus acquisition in manufacturing before closing with a look at changes coming from the rapid growth of emerging markets.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114339260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/oso/9780198814634.003.0004
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 4 presents behavioral perspectives relevant to cooperative strategy. These perspectives are relational signaling theory, attention-based view, justice theory, and sociological views (social network, social exchange). They complement the more traditional economic, organizational, and managerial perspectives by explaining the effects of a set of relational, cognitive, and social-psychological factors on the formation, governance, and management of strategic alliances. A major theme is that trust is an essential component of social order in cooperation. Trust between partner firms facilitates social exchange, and its value is widely appreciated by the managers of strategic alliances. This chapter examines the significance of trust, its multi-level nature and foundations, followed by a discussion of how trust evolves with alliance development. The chapter closes with a discussion of practical ways through which trust can be enhanced in alliances.
{"title":"Behavioral perspectives","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/oso/9780198814634.003.0004","DOIUrl":"https://doi.org/10.1093/oso/9780198814634.003.0004","url":null,"abstract":"Chapter 4 presents behavioral perspectives relevant to cooperative strategy. These perspectives are relational signaling theory, attention-based view, justice theory, and sociological views (social network, social exchange). They complement the more traditional economic, organizational, and managerial perspectives by explaining the effects of a set of relational, cognitive, and social-psychological factors on the formation, governance, and management of strategic alliances. A major theme is that trust is an essential component of social order in cooperation. Trust between partner firms facilitates social exchange, and its value is widely appreciated by the managers of strategic alliances. This chapter examines the significance of trust, its multi-level nature and foundations, followed by a discussion of how trust evolves with alliance development. The chapter closes with a discussion of practical ways through which trust can be enhanced in alliances.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"112 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124242882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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