国际企业管理7

InternationalBusiness7ebyCharlesW.L.HillMcGraw-Hill/IrwinCopyright©2009byTheMcGraw-HillCompanies,Inc.Allrightsreserved.Chapter14EntryStrategyandStrategicAlliances燕山大学经管学院工商管理系2010年春季学期14-3PreviewAssignment(G07)中国的电子信息产业是最早进行国际化经营的中国常规企业，请问中国的电子信息产业进入国际市场的方式是如何演进的？请以海尔和TCL为例，说明两个企业进入国际市场的方式有何不同？各有何缺点和优点？中国企业的并购目前面临哪些问题？它们又与哪些企业建立了战略联盟？你认为这些战略联盟的建立对企业有何贡献？14-4LearningobjectivesExplainthethreebasicdifferencesthatfirmscontemplatingforeignexpansionmustmake:whichmarketstoenter,whentoenterthosemarkets,andonwhatscale.Outlinetheadvantagesanddisadvantagesofthedifferentmodesthatfirmsusetoenterforeignmarkets.Identifythefactorsthatinfluenceafirm’schoiceofentrystrategy.Evaluatetheprosandconsofacquisitionsversusgreenfieldventuresasanentrystrategy.Evaluatetheprosandconsofusingstrategicallianceswithforeigncompetitorstoachieveafirm’sobjectivesinaglobalmarketplace.14-5IntroductionFirmsexpandinginternationallymustdecide:whichmarketstoenterwhentoenterthemandonwhatscalewhichentrymodetouseWhynocustomers?Table7-1InternationalEntryMode出口进入模式（exportentrymodes）:间接出口（indirectexport）直接出口（directexport）合同进入模式（contractualentrymodes）:许可经营（licensing,orfranchising）合同制造（contractmanufacture）管理合同（managementcontract）技术协议（technicalagreement）服务合同（servicecontract）对销贸易（countertradearrangement）投资进入模式（investmententrymodes）:合资企业（jointventure）并购（mergerandacquisition）新建（greenfield）14-7IntroductionSeveralfactorsaffectthechoiceofentrymodeincluding:transportcoststradebarrierspoliticalriskseconomicriskscostsfirmstrategyTheoptimalmodevariesbysituation–whatmakessenseforonecompanymightnotmakesenseforanother14-8BasicEntryDecisionsFirmsenteringforeignmarketsmakethreebasicdecisions:1.whichmarketstoenter2.whentoenterthosemarkets3.onwhatscaletoenterthosemarkets14-9WhichForeignMarkets?ThechoiceofforeignmarketswilldependontheirlongrunprofitpotentialFavorablemarketsarepoliticallystabledevelopedanddevelopingnationswithfreemarketsystemsandrelativelylowinflationratesandprivatesectordebtLessdesirablemarketsarepoliticallyunstabledevelopingnationswithmixedorcommandeconomies,ordevelopingnationswithexcessivelevelsofborrowingMarketsarealsomoreattractivewhentheproductinquestionisnotwidelyavailableandsatisfiesanunmetneed14-1014-11TimingOfEntryOnceattractivemarketsareidentified,thefirmmustconsiderthetimingofentry(进入时机）EntryisearlywhenthefirmentersaforeignmarketbeforeotherforeignfirmsEntryislatewhenthefirmentersthemarketafterotherfirmshavealreadyestablishedthemselvesinthemarket14-12TimingOfEntryFirstmoveradvantages（先发优势）aretheadvantagesassociatedwithenteringamarketearly)Firstmoveradvantagesinclude:theabilitytopre-emptrivalsandcapturedemandbyestablishingastrongbrandnametheabilitytobuildupsalesvolumeinthatcountryandridedowntheexperiencecurveaheadofrivalsandgainacostadvantageoverlaterentrantstheabilitytocreateswitchingcoststhattiecustomersintoproductsorservicesmakingitdifficultforlaterentrantstowinbusiness14-13TimingOfEntryFirstmoverdisadvantagesaredisadvantagesassociatedwithenteringaforeignmarketbeforeotherinternationalbusinessesFirstmoverdisadvantagesinclude:Pioneeringcosts（开拓成本）-arisewhentheforeignbusinesssystemissodifferentfromthatinafirm’shomemarketthatthefirmmustdevoteconsiderabletime,effortandexpensetolearningtherulesofthegamePioneeringcostsinclude:thecostsofbusinessfailureifthefirm,duetoitsignoranceoftheforeignenvironment,makessomemajormistakesthecostsofpromotingandestablishingaproductoffering,includingthecostofeducatingcustomers14-14肯德基和麦当劳的中国市场策略毫无疑义地，拥有30,000多家门店的麦当劳与开设了11,000多家分店的肯德基名列快餐业的第一和第二。它们提供着互为竞争的产品和服务，运营与管理的操作手法似乎尖锋相对，却都获得了巨大的成功。14-15肯德基在中国1987年11月12日肯德基在中国的第一家餐厅在北京前门繁华地带正式开业，从而开始了她在这个拥有世界最多人口的国家的发展史。是第一家进入中国内地的西式快餐连锁集团。截至2004年12月14日，随着海南三亚肯德基餐厅的开业，肯德基在中国已达到了1200家。至此，肯德基在中国的开店数达到了老对手麦当劳的两倍。从北京前门第一家店开始，到三亚的1200家店，肯德基用了17年时间；在1997—2004年的黄金发展期，肯德基从216家速增至1200家，年均新增店140家以上，年均增长速度高达70％。14-16麦当劳在中国麦当劳的670家餐厅遍布在跨越中国25个省市和直辖市的108个次级行政区域。目前，员工人数超过5万人，其中99.97%是中国员工。在中国的供应商系统亦拥有超过1.5万名的员工，总投资达5亿美元。●1990年，麦当劳在深圳开设中国的第一家餐厅。●1992年4月，北京王府井麦当劳餐厅开张，成为麦当劳在全世界面积最大的餐厅.●麦当劳在广州的第一家餐厅开张时创造了麦当劳历史上的最高销售额记录。●南京夫子庙餐厅开张时创造了麦当劳历史上最高的每笔交易平均消费额。●2003年8月，麦当劳于天津首先开展特许经营业务。麦当劳在全球各地都采取特许经营的方式扩张，在中国发展都以合资方式。麦当劳在内地主要以购买或租赁地产的形式与内地企业或个人合作，主要是因为法律和市场条件的限制。14-17ScaleOfEntryAndStrategicCommitmentsAfterchoosingwhichmarkettoenterandthetimingofentry,firmsneedtodecideonthescaleofmarketentry（进入规模）EnteringaforeignmarketonasignificantscaleisamajorstrategiccommitmentthatchangesthecompetitiveplayingfieldFirmsthatenteramarketonasignificantscalemakeastrategiccommitment（战略承诺）tothemarket(thedecisionhasalongtermimpactandisdifficulttoreverse)Small-scaleentryhastheadvantageofallowingafirmtolearnaboutaforeignmarketwhilesimultaneouslylimitingthefirm’sexposuretothatmarket14-18SummaryThereareno“right”decisionswhendecidingwhichmarketstoenter,andthetimingandscaleofentry,justdecisionsthatareassociatedwithdifferentlevelsofriskandreward14-19EntryModesThesearesixdifferentwaystoenteraforeignmarket:1.exporting2.turnkeyprojects3.licensing4.franchising5.establishingjointventureswithahostcount