国际贸易习题答案13

Chapter13-TheStrategyofInternationalBusiness13-1Copyright©2015McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.TheStrategyofInternationalBusinessLearningobjectivesExplaintheconceptofstrategy.Recognizehowfirmscanprofitfromexpandingglobally.Understandhowpressuresforcostreductionsandpressuresforlocalresponsivenessinfluencestrategicchoice.Identifythedifferentstrategiesforcompetinggloballyandtheirprosandcons.Inthischapterthefocusshiftsfromtheenvironmenttothefirmitselfand,inparticular,totheactionsmanagerscantaketocompetemoreeffectivelyasaninternationalbusiness.Thischapterlooksathowfirmscanincreasetheirprofitabilitybyexpandingtheiroperationsinforeignmarkets,thedifferentstrategiesthatfirmspursuewhencompetinginternationally,andthevariousfactorsthataffectafirm’schoiceofstrategy.Subsequentchaptersbuildontheframeworkestablishedheretodiscussavarietyoftopicsincludingthedesignoforganizationstructuresandcontrolsystemsforinternationalbusinesses,strategiesforenteringforeignmarkets,theuseandmisuseofstrategicalliances,strategiesforexporting,andthevariousmanufacturing,marketing,R&D,humanresource,accounting,andfinancialstrategiesthatinternationalbusinessespursue.TheopeningcasedescribeshowFordCEOAlanMulallychangedthecompany’sstrategicvisiontomakeitmoreefficient,streamlined,andprofitable.TheclosingcaseexplorestheevolutionofAvon’sinternationalstrategy.Avon’sinternationalsalesdroppedsignificantlyin2005,butaftermakingseveralchangestoitsstrategy,thecompany’sresultswereontheupswing.1313-2Copyright©2015McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.OUTLINEOFCHAPTER13:THESTRATEGYOFINTERNATIONALBUSINESSOpeningCase:Ford’sGlobalStrategyIntroductionStrategyandtheFirmValueCreationStrategicPositioningOperations:TheFirmasaValueChainGlobalExpansion,ProfitabilityandProfitGrowthExpandingtheMarket:LeveragingProductsandCompetenciesLocationEconomiesExperienceEffectsLeveragingSubsidiarySkillsSummaryManagementFocus:LeveragingSubsidiarySkillsatArcelorMittalCostPressuresandPressuresforLocalResponsiveness.PressuresforCostReductionsPressuresforLocalResponsivenessManagementFocus:LocalResponsivenessatMTVNetworksChoosingaStrategyGlobalStandardizationStrategyLocalizationStrategyTransnationalStrategyInternationalStrategyTheEvolutionofStrategyManagementFocus:EvolutionofStrategyatProcter&GambleChapterSummaryCriticalThinkingandDiscussionQuestionsClosingCase:AvonProductsChapter13-TheStrategyofInternationalBusiness13-3Copyright©2015McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.CLASSROOMDISCUSSIONPOINTPickafewwell-knowninternationalcompanieslikeMcDonalds,Apple,andMTV.Then,askstudentstothinkaboutthestrategieseachofthefirmsuse.Next,askstudentstoidentifythetypeofindustryeachfirmisoperatingin,andjottheirresponseontheboard.Trytoorganizetheresponsesusingtheframeworkpresentedinthetext.Then,askstudentstooutlinethebasicstrategieseachfirmuses,andorganizetheirresponsesusingtheframeworkontheboard.Finally,trytogetstudentstorecognizehoweachindustryinfluencesthetypeofstrategyeachfirmfollowed.OPENINGCASE:Ford’sGlobalStrategySummaryTheopeningcasedescribesFord’sglobalstrategy,putintoplacebyAlanMulally,thecompany’svisionaryCEO.WhenMulallycametoFordafteralongcareeratBoeing,hewasshockedtolearnaboutthecompany’sfragmentedapproachtobusinessandmanufacturing.HisOneFordstrategyaimstocreateahandfulofcarplatformsthatFordcanuseeverywhereintheworld.Discussionofthecasecanrevolvearoundthefollowingquestions:1.HowimportantareinternationalsalestoFord?HowdidtheglobaleconomiccrisisimpactFord’sbusinessandhowdidashiftinitsstrategyhelpFordweatherthesteepestsalesdropsincetheGreatDepression?2.WhattypeofstrategydidFordusebeforeMulallycameonboard?WhattypeofstrategyisFordfollowingtoday?3.WhataretheadvantagesoftheOneFordstrategy?Whywasitessentialtochangethecompany’sstrategicapproach?Discussthebenefitsofthenewstrategyandalsoanyshortcomingsitmayhave.AnotherPerspective:TolearnmoreaboutFordanditsOneFordstrategygoto{}.13-4Copyright©2015McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.LECTUREOUTLINEFORCHAPTERThislectureoutlinefollowsthePowerPointPresentation(PPT)providedalongwiththisinstructor’smanual.ThePPTslidesincludeadditionalnotesthatcanbeviewedbyclickingon“view,”thenon“notes.”ThefollowingprovidesabriefoverviewofeachPowerPointslidealongwithteachingtips,andadditionalperspectives.Slides13-3through13-5StrategyandtheFirmHowcanfirmscompetemoreeffectivelyinternationally?Afirm’sstrategycanbedefinedastheactionsthatmanagerstaketoattainthegoalsofthefirm.Slides13-6through13-8ValueCreationIfconsumersperceivethevalueofagoodtobemuchhigherthantheactualcostofproducingthatgood,profitmarginswillbehigher.Porteremphasizestwobasicstrategiestocreatevalueandattaincompetitiveadv