西交大的战略管理课件(8)

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2019-05-21

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zymbaclass@hotmail.comChapter8InternationalStrategyzymbaclass@hotmail.comInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantagezymbaclass@hotmail.comzymbaclass@hotmail.comSellingProductsorServicesOutsideaFirm’sDomesticMarketInternationalStrategyLifecycleFirmIntroducesInnovationinDomesticMarket1ProductDemandDevelopsandFirmExportsProducts2ForeignCompetitionBeginsProduction3FirmBeginsProductionAbroad4ProductionBecomesStandardizedandisRelocatedtoLowCostCountries5zymbaclass@hotmail.comExample:AircraftmanufacturersBoeingorAirbusExample:JapaneseelectronicsorautomobilemanufacturersMotivationsforInternationalExpansionIncreaseMarketShareDomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesLargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysReturnonInvestmentzymbaclass@hotmail.comMotivationsforInternationalExpansionEconomiesofScaleorLearningExpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistribution-Canspreadcostsoveralargersalesbase-IncreaseprofitperunitMayachievebetteraccessto:-Rawmaterials-Lowercostlabor-Keysuppliers-Keycustomers-Energy-NaturalresourcesLocationAdvantagesLowcostmarketsmayaidindevelopingcompetitiveadvantagezymbaclass@hotmail.comFactorConditionsBasicFactors-Land,laborAdvancedFactors-Highlyeducatedworkers-DigitalcommunicationsGeneralizedFactors-Capital,infrastructureSpecializedFactors-SkilledpersonnelDemandConditionsHomecountrymaysupportscaleefficientoperationsbyitselfRelated&SupportingIndustries-Japanesecameras&copiers-Italianshoes&leatherFirmStrategy,Structure&RivalryIntenserivalryfostersindustrycompetitionPorter’sDeterminantsofNationalAdvantageHomeCountryofOriginIsCrucialtoInternationalSuccesszymbaclass@hotmail.comInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationzymbaclass@hotmail.comInternationalDifferentiationCountrieswithadvancedorspecializedfactorconditionsmostlikelytousethisstrategyExample:Japan,Germany,U.S.InternationalLowCostUsuallylocatedinhomecountryExporttointernationalmarketsLowvalueaddedoperationsinforeigncountriesHighvalueaddedoperationsinhomecountryBusiness-LevelInternationalStrategieszymbaclass@hotmail.comInternationalFocusStrategiesInternationalIntegratedLowCost/DifferentiationCanbemosteffectiveindealingwithdiversemarketsOftenreliesuponflexiblemanufacturing,totalqualitymanagementorrapidcommunicationnetworksTechnologicallyadvancedfirmsfollowfocusedlowcoststrategyFocuseddifferentiationfirmscompeteonthebasisofimage&designThirdgroupcompetesonlowpricebyimitatingBusiness-LevelInternationalStrategieszymbaclass@hotmail.comThreeCorporateStrategiesGlobalStrategyTransnationalStrategyMulti-DomesticStrategyCorporate-LevelInternationalStrategiesTypeofCorporateStrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomeCorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunitszymbaclass@hotmail.comMulti-DomesticStrategyBusinessunitsineachcountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEuropeStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsCorporate-LevelInternationalStrategieszymbaclass@hotmail.comProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)GlobalStrategyCorporate-LevelInternationalStrategieszymbaclass@hotmail.comSeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsforstrongcentralcontrolandcoordinationtoachieveeffic