西交大的战略管理课件(8)

[e-mail][e-mail]OpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationIncreasedMarketSizeReturnon[e-mail]@hotmail.comSellingProductsorServicesOutsideaFirm’sDomesticMarketInternationalStrategyLifecycleFirmIntroducesInnovationinDomesticMarket1ProductDemandDevelopsandFirmExportsProducts2ForeignCompetitionBeginsProduction3FirmBeginsProductionAbroad4Producti[e-mail]:AircraftmanufacturersBoeingorAirbusExample:JapaneseelectronicsorautomobilemanufacturersMotivationsforInternationalExpansionIncreaseMarketShareDomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesLargeinvestmentprojectsmayrequireglo[e-mail]tionalExpansionEconomiesofScaleorLearningExpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistribution-Canspreadcostsoveralargersalesbase-IncreaseprofitperunitMayachievebetteraccessto:-Rawmaterials-Lowercostlabor-Keysuppliers-Keycustomers-Energy-NaturalresourcesLocationAdvantag[e-mail]Factors-Land,laborAdvancedFactors-Highlyeducatedworkers-DigitalcommunicationsGeneralizedFactors-Capital,infrastructureSpecializedFactors-SkilledpersonnelDemandConditionsHomecountrymaysupportscaleefficientoperationsbyitselfRelated&SupportingIndustries-Japanesecameras&copiers-Italianshoes&leatherFirmStrategy,Structure&RivalryIntenserivalryfostersindustrycompetitionPorter’sDeterminantsofNationalAdvan[e-mail]OpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManag[e-mail]tiationCountrieswithadvancedorspecializedfactorconditionsmostlikelytousethisstrategyExample:Japan,Germany,U.S.InternationalLowCostUsuallylocatedinhomecountryExporttointernationalmarketsLowvalueaddedoperationsinforeigncountriesHighvalueaddedoperat[e-mail]ategiesInternationalIntegratedLowCost/DifferentiationCanbemosteffectiveindealingwithdiversemarketsOftenreliesuponflexiblemanufacturing,totalqualitymanagementorrapidcommunicationnetworksTechnologicallyadvancedfirmsfollowfocusedlowcoststrategyFocuseddifferentiationfirmscompeteonthebasisofimage&designThirdgroupcompetesonlo[e-mail]iesGlobalStrategyTransnationalStrategyMulti-DomesticStrategyCorporate-LevelInternationalStrategiesTypeofCorporateStrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomeCorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfr[e-mail]-DomesticStrategyBusinessunitsineachcountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEuropeStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailor[e-mail]edacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)[e-mail]balefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsforstrongcentralcontrolandcoordinationtoachieveeffic