国际企业的战略管理

4.国际企业的战略管理Strategy:“theactionmanagerstaketoattainthegoalsofafirm”Generalpurpose:maximize/makeprofit•Differentiateproducts,increaseprice:addvalue,features,quality,service•AchievelowcostKeymeans:allocationofscarceresourcestoattaingoalsOpeningcase:MTV4.国际企业的战略管理战略决策与管理国际成长战略国际竞争战略国际战略联盟蓝海战略4.1战略决策与管理Benefitsofglobalexpansions:Earngreaterreturnfromdistinctiveskills,corecompetences–inimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies(choiceofFDIlocation)–createmultinationalnetworkofactivities(globalweb)Realizegreaterexperiencecurveeconomies,whichreducethecostofvaluecreation–learningeffects,economiesofscale4.1战略决策与管理4methodsofglobalstrategy:International(McDonald’s,Wal-mart,Microsoft,P&G,etc)Multi-domestic(PhilipsNV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(corecompetenceleveraging&transferring:Caterpillar,Unilever,MTV)PressuresforGlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressuresStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl-InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality-ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-ManagementseesoverseasoperationsasdeliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989TransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexico4.2国际成长战略密集型成长:市场渗透.市场开发,产品开发一体化成长:前一体化,后一体化,水平一体化多样化成长:同心多样化,水平多样化,综合多样化4.3国际竞争战略Porter’scompetitivestrategy:Nationallevel:Diamond(4factors)Industrylevel:5ForcesCorporatelevel:ValueChain(价值链)4.3国际竞争战略FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活动)•upstreamactivities:R&D,manufacturing•downstreamactivities:marketing,sales,aftersalesserviceSupport(支持活动)•infrastructure(generalandadministrative)•humanresources•researchanddevelopmentInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMargin4.4国际战略联盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4.1国际战略联盟-优缺点AdvantagesFacilitateentryintoaforeigncountry(Motorola-Toshiba,1980s)Allowsharingoffixedcostsofnewproducts/processes(Boeinganditssuppliers)Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently(Thomson-JVC)Helpestablishindustrystandardsintechnology(Philips-Matsushita)Reduceoperatingcosts,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ)4.4.1国际战略联盟-优缺点DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.2国际战略联盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.3国际战略联盟-合作框架Protecttechnology/know-howthatisnotintendedtobetransferred(Boeing767)Drawasolidcontractwithsafeguardsagainstopportunism(TRW-Japaneseautocomponentssuppliers)Achieveequitablegainthroughagreedswapsoftechnologytheotherwants(licensing)Seekcreditable,clearlyarticulatedcommitmenttopartner“behavior”a-priori4.4.3国际战略联盟-协调管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.5蓝海战略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcrea