工商管理专业 MBA Lecture
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Multidomestic strategy
Global strategy
Transnational strategy
Beechgrove Associates
Exporting
Licensing
Strategic alliances
Acquisitions
Establishment of a new subsidiary
18
Beechgrove Associates
19
International Corporate-Level Strategy:
Multidomestic Strategy
• Strategy and operating decisions are
Multidomestic decentralized to strategic business units
common technical training methodological product and process improvement cooperative and competitive systems
Beechgrove Associates
12
Beechgrove Associates
10
International Business-Level Strategy: Determinants of National
Advantage
▪ Related and supporting industries: supporting services, facilities, suppliers and so on support in design support in distribution related industries as suppliers and buyers
weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
Beechgrove Associates
4
Motivations for International Expansion
Better performance
Licensing
Strategic alliances
Acquisitions
Establishment of a new subsidiary
Management
problems and
risk
Beechgrove Associates
Innovation
3
Motivations for International Expansion
regions
• Focus on competition in each market
• Prominent strategy among European firms
due to broad variety of cultures and markets
in Europe
Beechgrove Associates
20
International Corporate-Level Strategy:
Global Strategy
Global strategy
• Products are standardized across
national markets
• Decisions regarding business-level
Beechgrove Associates
11
International Business-Level Strategy:
Determinants of National Advantage
▪ Firm strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms
efficiency can lead to domination of the industry in other countries
specialized demand may create opportunities beyond national boundaries
Beechgrove Associates
can spread costs over a larger sales’ base
increase profit per unit
▪ Location Advantages
low cost markets may aid in developing competitive advantage
High
Global strategy
Transnational strategy
Need for Global Integration
Multidomestic strategy
Low
Low
High
Need for Local Responsiveness
Beechgrove Associates
strategies are centralized in the home
office
• Strategic business units (SBU) are
assumed to be interdependent
• Emphasizes economies of scale
• Often lacks responsiveness to local
systems and educated workforce
Beechgrove Associates
6
Beechgrove Associates
7
Average Scientists & Engineers in R&D (per m il
persons)
5000
Average Total R&D Expenditure: Top 20 Econom ies 1997 - 2000 (Bil of International $)
markets
• Requires resource sharing and
coordination across borders (which also
makes it difficult to Beechgrove Associates manage)
INTERNATIONAL CONTEXT
• Dr Ita O’Donovan
Beechgrove Associates
1
Opportunities and Outcomes of
International Strategy
Identify International Opportunities
Explore Resources and Capabilities International Strategies
Use Core Competence
Modes of Entry
Increased market size
Return on investment
Economies of scale and learning
Advantage in location
International business-level strategy
Japan $90.5b
Finland $3.6b
4000
U nited States $230.8b
3000
Russia $9.3b
Australia $6.7b
C anada $13.8b U nited Kingdom $23.9b
B e lg u im $4.6b
Sw itzerland $5.3b
2
Opportunities and Outcomes of
International Strategy
Use Core Competence
Modes of Entry
Management
Strategic Competitiveness Outcomes
Exporting
problems and risk
▪ Factors of production: the inputs necessary to compete in any industry
labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication
▪ Economies Leabharlann f Scale or Learning
expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R & D or distribution
13
Source: MIT Sloan
Beechgrove Associates
14
Source: MIT Sloan
Beechgrove Associates
15
Source: MIT Sloan
Beechgrove Associates
16
Beechgrove Associates
17
International Corporate-Level Strategy
▪ : Demand conditions
▪ characterized by the nature and size of buyers’ needs in the home market for the industry’s goods or services
size of market segment can lead to scale-efficient facilities
Germany $47.2b France $29.6b
Sw eden $7.2b
2000 1000
Spain $6.5b China $34.4b
Austria $3.7b
Italy $13.7b
N e th e rla n d s $7.7b
South K orea $16.2b
Israel $3.6b
Brazil $9.8b
0
0.0
0.5
1 .0
1.5
2.0
2 .5
3.0
3.5
4.0
Av eBraegeechRg&roDvEexApsesnodciitauteres (% of G D P )
8
Beechgrove Associates
9
International Business-Level Strategy: Determinants of National Advantage
strategy
(SBU) in each country
• Products and services are tailored to local
markets
• Business units in one country are
independent of each other
• Assumes markets differ by country or
▪ Increase Market Share
domestic market may lack the size to support efficient scale manufacturing facilities
▪ Return on Investment
large investment projects may require global markets to justify the capital outlays
may achieve better access to:
• Raw materials
• Key customers
• Lower cost labor • Energy
Beechgrove Associates
5
International Business-Level Strategy:
Determinants of National Advantage
Global strategy
Transnational strategy
Beechgrove Associates
Exporting
Licensing
Strategic alliances
Acquisitions
Establishment of a new subsidiary
18
Beechgrove Associates
19
International Corporate-Level Strategy:
Multidomestic Strategy
• Strategy and operating decisions are
Multidomestic decentralized to strategic business units
common technical training methodological product and process improvement cooperative and competitive systems
Beechgrove Associates
12
Beechgrove Associates
10
International Business-Level Strategy: Determinants of National
Advantage
▪ Related and supporting industries: supporting services, facilities, suppliers and so on support in design support in distribution related industries as suppliers and buyers
weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
Beechgrove Associates
4
Motivations for International Expansion
Better performance
Licensing
Strategic alliances
Acquisitions
Establishment of a new subsidiary
Management
problems and
risk
Beechgrove Associates
Innovation
3
Motivations for International Expansion
regions
• Focus on competition in each market
• Prominent strategy among European firms
due to broad variety of cultures and markets
in Europe
Beechgrove Associates
20
International Corporate-Level Strategy:
Global Strategy
Global strategy
• Products are standardized across
national markets
• Decisions regarding business-level
Beechgrove Associates
11
International Business-Level Strategy:
Determinants of National Advantage
▪ Firm strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms
efficiency can lead to domination of the industry in other countries
specialized demand may create opportunities beyond national boundaries
Beechgrove Associates
can spread costs over a larger sales’ base
increase profit per unit
▪ Location Advantages
low cost markets may aid in developing competitive advantage
High
Global strategy
Transnational strategy
Need for Global Integration
Multidomestic strategy
Low
Low
High
Need for Local Responsiveness
Beechgrove Associates
strategies are centralized in the home
office
• Strategic business units (SBU) are
assumed to be interdependent
• Emphasizes economies of scale
• Often lacks responsiveness to local
systems and educated workforce
Beechgrove Associates
6
Beechgrove Associates
7
Average Scientists & Engineers in R&D (per m il
persons)
5000
Average Total R&D Expenditure: Top 20 Econom ies 1997 - 2000 (Bil of International $)
markets
• Requires resource sharing and
coordination across borders (which also
makes it difficult to Beechgrove Associates manage)
INTERNATIONAL CONTEXT
• Dr Ita O’Donovan
Beechgrove Associates
1
Opportunities and Outcomes of
International Strategy
Identify International Opportunities
Explore Resources and Capabilities International Strategies
Use Core Competence
Modes of Entry
Increased market size
Return on investment
Economies of scale and learning
Advantage in location
International business-level strategy
Japan $90.5b
Finland $3.6b
4000
U nited States $230.8b
3000
Russia $9.3b
Australia $6.7b
C anada $13.8b U nited Kingdom $23.9b
B e lg u im $4.6b
Sw itzerland $5.3b
2
Opportunities and Outcomes of
International Strategy
Use Core Competence
Modes of Entry
Management
Strategic Competitiveness Outcomes
Exporting
problems and risk
▪ Factors of production: the inputs necessary to compete in any industry
labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication
▪ Economies Leabharlann f Scale or Learning
expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R & D or distribution
13
Source: MIT Sloan
Beechgrove Associates
14
Source: MIT Sloan
Beechgrove Associates
15
Source: MIT Sloan
Beechgrove Associates
16
Beechgrove Associates
17
International Corporate-Level Strategy
▪ : Demand conditions
▪ characterized by the nature and size of buyers’ needs in the home market for the industry’s goods or services
size of market segment can lead to scale-efficient facilities
Germany $47.2b France $29.6b
Sw eden $7.2b
2000 1000
Spain $6.5b China $34.4b
Austria $3.7b
Italy $13.7b
N e th e rla n d s $7.7b
South K orea $16.2b
Israel $3.6b
Brazil $9.8b
0
0.0
0.5
1 .0
1.5
2.0
2 .5
3.0
3.5
4.0
Av eBraegeechRg&roDvEexApsesnodciitauteres (% of G D P )
8
Beechgrove Associates
9
International Business-Level Strategy: Determinants of National Advantage
strategy
(SBU) in each country
• Products and services are tailored to local
markets
• Business units in one country are
independent of each other
• Assumes markets differ by country or
▪ Increase Market Share
domestic market may lack the size to support efficient scale manufacturing facilities
▪ Return on Investment
large investment projects may require global markets to justify the capital outlays
may achieve better access to:
• Raw materials
• Key customers
• Lower cost labor • Energy
Beechgrove Associates
5
International Business-Level Strategy:
Determinants of National Advantage