8國際化策略(3)

©2003SouthwesternPublishingCompany1InternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter82StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies3ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry4BetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes5InternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket6MotivationsforInternationalExpansionIncreaseMarketShare–domesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestment–largeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlays–weakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators7MotivationsforInternationalExpansionEconomiesofScaleorLearning–expandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistribution–canspreadcostsoveralargersales’base–increaseprofitperunitLocationAdvantages–lowcostmarketsmayaidindevelopingcompetitiveadvantage–mayachievebetteraccessto:•Rawmaterials•Lowercostlabor•Keycustomers•Energy8InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry9生產要素基本要素•土地、勞工進階要素•數位通訊系統-高等教育勞動力-一般性要素-高速公路系統、資本供應專門性要素•特殊產業技術人才-母國的營運環境是競爭優勢最重要的根基Porter國家優勢的決定因素需求狀態母國市場的購買者對特定產業的產品或服務需求的性質與規模相關與支援性產業-日本：照相機與影印機-義大利：皮革與鞋業企業的策略、結構與對手因國而異鑽石模式10InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustry–labor–land–naturalresources–capital–infrastructure–basicfactorsincludenaturalandlaborresources–advancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce11InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservices–sizeofmarketsegmentcanleadtoscale-efficientfacilities–efficiencycanleadtodominationoftheindustryinothercountries–specializeddemandmaycreateopportunitiesbeyondnationalboundaries12InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoon–supportindesign–supportindistribution–relatedindustriesassuppliersandbuyers13InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirms–commontechnicaltraining–methodologicalproductandprocessimprovement–cooperativeandcompetitivesystems14InternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy15InternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits16MultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategy•Strategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountry•Productsandservicesaretailoredtolocalmarkets•Businessunitsinonecountryareindependentofeachother•Assumesmarketsdifferbycountryorregions•Focusoncompetitionineachmarket•ProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope17InternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategy•Productsarestandardizedacrossnationalmarkets•Decisionsregardingbusiness-levelstrategiesarecentralizedinthehomeoffice•Strategicbusinessunits(SBU)areassumedtobeinterdependent•Emphasize