国际化竞争优势

國際化競爭優勢義守大學企管系B班策略管理Lecture92009.11.25大綱DefinetheInternationalStrategiesDistinguishthePossibleMotivationsforFDIandMNCDescribetheDiamondModelInternationalCorporatelevelStrategyDiscussionsDefinitionofInternationalStrategyAstrategythroughwhichthefirmsellsitsgoodsorservicesoutsideitsdomesticmarket–如何執行活動？是否涉及生產行為？•找國外代理商、授權製造、特許加盟、設分公司（獨資或是合資）–Internationalmarketsyieldpotentialnewopportunities–Apossiblewayforextendingaproduct’slifecycle–AopportunityfordevelopingthegloballybrandedproductInternationalOpportunities(1)IncreasedMarketSize–ExtendingtheProductlifecycle–Accessthelargepotentialmarket–LowertheriskforR&Dinvestment–LowertheriskforMarketinginvestment–Similardemandderivedfromindustrialization–規模愈大，除了可降低成本的意涵外，還代表可執行差異化的能耐與資源•WhirlpoolinIndia•TheImportanceofChinaMarket•ExampleofCoca-ColaandPepsiInternationalOpportunities(2)ReturnonInvestment–Largemarketiscrucialforearningareturnoninvestment(R&DintensiveindustriesorMarketingintensiveindustries)–Increasingthedevelopmentpacefornewtechnology(Autoindustry)–Recoupthenew-productdevelopmentcostbyinternationalization(ComputerHardware)–Generatetheabove-averagereturnsoninvestment(McDonald,KFC)InternationalOpportunities(3)EconomiesofScaleandLearning–TechnologyDrivingforcesforlowercost–Productstandardization&Similarproductfacilities–Largesizeispositivelyrelatedwithslackresource–Exploitthecorecompetenciesthroughresourceandknowledgesharing–Pursuitsynergy–ProvidenewlearningopportunityInternationalOpportunities(4)AdvantageinLocation–Lowerthebasiccostsofthegoodsorservicetheyprovide–Accesstolower-costlabor,energyorothernaturalresources–Accesstocriticalsuppliersandcustomers–地點優勢不只是來自於具有低成本的勞工或生產，還可能因為靠近市場、具有整合資源效益、具有附加價值…•ExampleofHongKong,Hungary,NewYork…•台灣電子廠商的海外佈局•在台外商FDIandMNCForeignDirectInvestment–針對單一國家的單一投資案與價值活動的策略考量–赴該國投資的成本與效益考量Multi-nationalCompany–跨國企業視全球為一個大市場–考慮整體海外活動的策略佈局與競爭優勢–考量整體跨國營運所達成之優勢–全球佈局的優劣比較MotivationsforForeignDirectInvestment(1)開發市場–透過新市場，提高潛在報酬率資源取得–向上整合以取得原料提昇生產效率–低成本考量（要素成本、運輸成本、營運成本…）MotivationsforForeignDirectInvestment(2)技術取得–以海外投資方式，或技術移轉方式，取得關鍵技術趨避風險–整體經濟風險、政治風險、原物料來源風險、競爭風險…防禦或報復–主要市場受到外國企業之競爭威脅，故採取進入對方市場之方式ComparativeAdvantageforFDI：折衷典範OwnershipAdvantage（所有權與資源擁有優勢）–進入新市場，有哪些能力與資源上之優勢？–營運Know-how,R&D,Marketing…LocationAdvantage（區位優勢）–進入此市場，比其他國家擁有哪些區位上優勢Internalization（內部化優勢）–採取哪種進入模式（entrymode）–獨資、合資、授權、加盟…進入模式的選擇（EntryMode）各種進入模式之差異–控制程度、資源承諾程度、風險分擔程度在策略意義上，合資與否（獨資v.s.合資）最具有討論意義–獨資：控制程度高、資源承諾程度高、風險分擔程度高–合資：控制程度低、資源承諾程度低、風險分擔程度低–合資是一種面對國家法令限制、具有學習效果的選擇；但是需建立在足夠的合作誠信基礎上進入模式的選擇（EntryMode）出口（Exporting）–化妝品授權（Licensing）–軟性飲料製造業、日用品業特許權（Franchising）–McDonald、KFC（混合直接投資）合資（JointVenture）–新光三越、SOGO、星巴客直接投資（WhollyOwnedSubsidiary）–自己設立，或是購併–HondainTaiwan,BritishAmericanTobaccoinKorea,Channel,LV…等精品MotivationsforMulti-nationalCompany達成經濟規模，降低成本–在生產製造、研發、行銷等達成經濟規模因應各國市場之差異–各地消費行為有所差異–針對市場特徵做區隔整合各地知識資源，快速相互學習–需能整合各地的技術資源，共同研發新產品–達到資源運用之綜效InternationalBusinessLevelStrategy:DiamondModelFactorofProduction–NecessaryinputstocompeteinanyindustryDemandConditions–NatureandsizeofamarketsegmentinthehomemarketRelatedandSupportingIndustries–ContributorstothesuccessofanindustryFirmStrategy,Structure,andRivalryDeterminantsofNationalAdvantageFactorsofProductionFirmStrategy,Structure,andRivalryDemandConditionsRelatedandSupportingIndustriesImplicationsforDiamondModelImportanceforHomeCountryMarket–ThehomecountryofoperationisoftenthemostimportantsourceofcompetitiveadvantageFormingaCompetitivePopulationGovernmentRole–Challengers,CatalystInternationalCorporateLevelStrategyGlobalStrategyTransnationalStrategyMulti-domesticStrategyNeedforLocalResponsivenessNeedForGlobalIntegrationHighHighInternationalCorporateLevelStrategy(1)Multi-domesticstrategy（多地區策略）–HigherdegreeoflocalresponsivenessandLowerdegreeofglobalintegration–Strategicandoperatingdecisionsaredecentralizedtothebusinessunitineachcountry–PursuitCustomizationineachcountry–Increasingthepotentiallocalmarketshare–Increasingtheoperatinguncertainty–顧問業、MTV台、速食連鎖業InternationalCorporateLevelStrategy(2)GlobalStrategy（全球策略）–LowerdegreeoflocalresponsivenessandHigherdegreeofglobalintegration–Offerstandardizedproductsacrosscountries–Emphasizeeconomiesofscale–Offergreateropportunitiestoutilizeinnovations–Forgogrowthopportunitiesinlocal–電腦硬體業、化妝品業、精品業、高價手錶InternationalCorporateLevelStrategy(3)TransnationalStrategy（跨國策略）–HigherdegreeoflocalresponsivenessandHigherdegreeofglobalintegration–Achievebothglobalefficiencyandlocalresponsiveness–Flexiblecoordination–Possibleconflictinggoalsineachcountry•日用品（P＆G、Unilever（由多地區策略轉為跨國策略））•汽車業（GM,Chrysler,Toyota…）•電信業、航空業、低價手錶ChooseAmongInternationalCorporateLevelStrategy不同產業有不同國際化策略選擇趨勢–化妝品業回應當地程度低、國際化整合程度高–顧問業回應當地程度高、國際化整合程度低–汽車業回應當地程度高、國際化整合程度高產業內各公司國際化策略的趨同現象，反應產業內何種公司的運作或是商業模式會獲利–Unilever由「多地區策略」，轉變為「跨國策略」–Prada宣稱有些產品的製造或行銷，要「貼近亞洲或是中國市場」ChooseAmongInternationalCorporateLevelStrategy同一產業當中，不同公司有不同的國際化策略選擇–日用品業當中，Unilever的回應當地程度高、國際化整合程度低；P＆G的回應當地程度高、國際化整合程度高–網路拍賣業當中，e-bay的回應當地程度低、國際化整合程度高；Yahoo的回應當地程度高、國際化整合程度低。–但是同一產業內，各公司的國際化策略有趨同現象Discussions如何由