工商管理专业MBALectureLectu.ppt
INTERNATIONAL CONTEXT,Dr Ita ODonovan,Beechgrove Associates,1,Opportunities and Outcomes of International Strategy,Beechgrove Associates,2,ExportingLicensingStrategic alliancesAcquisitionsEstablishment of a new subsidiary,International business-level strategyMultidomestic strategyGlobal strategyTransnational strategy,Increased market sizeReturn on investmentEconomies of scale and learningAdvantage in location,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,International Strategies,Modes of Entry,Opportunities and Outcomes of International Strategy,Beechgrove Associates,3,Better performance,Innovation,ExportingLicensingStrategic alliancesAcquisitionsEstablishment of a new subsidiary,Use Core Competence,Modes of Entry,Strategic Competitiveness Outcomes,Motivations for International Expansion,Increase Market Sharedomestic market may lack the size to support efficient scale manufacturing facilitiesReturn on Investmentlarge investment projects may require global markets to justify the capital outlaysweak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators,Beechgrove Associates,4,Motivations for International Expansion,Economies of Scale or Learningexpanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing,R&D or distributioncan spread costs over a larger sales baseincrease profit per unitLocation Advantageslow cost markets may aid in developing competitive advantagemay achieve better access to:,Beechgrove Associates,5,Raw materialsLower cost labor,Key customersEnergy,International Business-Level Strategy:Determinants of National Advantage,Factors of production:the inputs necessary to compete in any industrylaborlandnatural resourcescapitalinfrastructurebasic factors include natural and labor resourcesadvanced factors include digital communication systems and educated workforce,Beechgrove Associates,6,Beechgrove Associates,7,Beechgrove Associates,8,Beechgrove Associates,9,International Business-Level Strategy:Determinants of National Advantage,:Demand conditionscharacterized by the nature and size of buyers needs in the home market for the industrys goods or servicessize of market segment can lead to scale-efficient facilitiesefficiency can lead to domination of the industry in other countriesspecialized demand may create opportunities beyond national boundaries,Beechgrove Associates,10,International Business-Level Strategy:Determinants of National Advantage,Related and supporting industries:supporting services,facilities,suppliers and so onsupport in designsupport in distributionrelated industries as suppliers and buyers,Beechgrove Associates,11,International Business-Level Strategy:Determinants of National Advantage,Firm strategy,structure,and rivalry:the pattern of strategy,structure,and rivalry among firmscommon technical trainingmethodological product and process improvementcooperative and competitive systems,Beechgrove Associates,12,Beechgrove Associates,13,Beechgrove Associates,14,Source:MIT Sloan,Beechgrove Associates,15,Source:MIT Sloan,Beechgrove Associates,16,Source:MIT Sloan,Beechgrove Associates,17,International Corporate-Level Strategy,Beechgrove Associates,18,Need for Local Responsiveness,Need for Global Integration,Low,High,Low,High,Beechgrove Associates,19,International Corporate-Level Strategy:Multidomestic Strategy,Beechgrove Associates,20,Strategy and operating decisions are decentralized to strategic business units(SBU)in each countryProducts and services are tailored to local marketsBusiness units in one country are independent of each other Assumes markets differ by country or regionsFocus on competition in each marketProminent strategy among European firms due to broad variety of cultures and markets in Europe,International Corporate-Level Strategy:Global Strategy,Beechgrove Associates,21,Products are standardized across national marketsDecisions regarding business-level strategies are centralized in the home officeStrategic business units(SBU)are assumed to be interdependentEmphasizes economies of scaleOften lacks responsiveness to local marketsRequires resource sharing and coordination across borders(which also makes it difficult to manage),International Corporate-Level Strategy:Transnational Strategy,Beechgrove Associates,22,Seeks to achieve both global efficiency and local responsivenessDifficult to achieve because of simultaneous requirementsstrong central control and coordination to achieve efficiency decentralization to achieve local market responsivenessMust pursue organizational learning to achieve competitive advantage,Strategic Competitiveness Outcomes:Returns,International diversification and returns:firm expands the sales of its goods or services across the borders of global regions and countries into different geographic locations or marketsmay increase a firms returnssuch firms usually achieve the most positive stock returnsfirm may achieve economies of scale and experience,location advantages,increased market size and opportunity to stabilize returns,Beechgrove Associates,23,Strategic Competitiveness Outcomes:Innovation,International diversification and innovation:firm expands the sales of its goods or services across the borders of global regions and countries into different geographic locations or marketspotentially greater returns on innovations(larger markets)generate additional resources for investment in innovationexposed to new products and processes in international markets,generates additional knowledge leading to innovations,Beechgrove Associates,24,Beechgrove Associates,25,
