跨国公司与直接投资Chap009.ppt
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Permits easy access to overseas markets Paperwork can be turned over to export management company or handled through the firm’s export department
Strategy is usually transitional in nature
The franchisor gets a new stream of income and the franchisee gets a proven concept or product/service that can quickly be brought to market
9-10
Organizational Expectations of Internationalization
The strategic plan of merged companies often calls for each to contribute a series of strengths toward making the firm a highly competitive operation
9-6
Strategic Alliance Recommendaห้องสมุดไป่ตู้ions
When forming a strategic alliance firms should
1. Know their partner well before alliance is formed. 2. Expect differences in alliance objectives among potential partners headquartered in different countries. 3. Realize that having desired resource profiles does not guarantee that they are complementary to the firm’s resources. 4. Be sensitive to alliance partner needs. 5. After identifying the best partner, work on developing a relationship of trust
Widely used in fast-food and hotel/motel industries
With minor adjustments for the local market, this can result in highly profitable international business
1. 2. Nonequity ventures Equity joint ventures
International joint venture (IJV)
Advantages of alliances and joint ventures include
Improvement of efficiency Access to knowledge Mitigating political factors Overcoming collusion or restriction in competition
Structural arrangement that handles all international operations out of a division created for this purpose.
Advantages
Assures international focus receives top management attention Unified approach to international operations Often adopted by firms still in developmental states of international business operations
9-3
Entry Strategies and Ownership Structures
Wholly Owned Subsidiary
Wholly owned subsidiary
An overseas operation is totally owned and controlled by an MNC. MNCs using a wholly owned subsidiary want total control and believe that managerial efficiency is better without outside partners
9-5
Entry Strategies and Ownership Structures
Alliances and Joint Ventures
Alliance
Any type of cooperative relationship among different firms.
Agreement under which two or more partners from different countries own or control a business. There are two types of alliances and joint ventures
Export/import Wholly-owned subsidiary Mergers/acquisitions Alliances/joint ventures Licensing Franchising
9-2
Entry Strategies and Ownership Structures
9-12
Use of Subsidiaries During the Early Stage of Internationalization
9-13
Basic Organizational Structures
International Division Structure
International division structure
Export/Import
Exporting and importing are often the only available choices for small and new firms wanting to go international Also permits larger firms to begin international expansion with minimum investment and minimum risk
9-4
Entry Strategies and Ownership Structures
Mergers and Acquisitions
Mergers and acquisitions
The cross-border purchase or exchange of equity involving two or more companies.
Disadvantages
Separates domestic from international managers May find it difficult to think and act strategically, or to allocate resources on a global basis
Some host countries worry that the MNC could drive out local enterprises Home country unions sometimes view foreign subsidiaries as an attempt to “export jobs” Today many MNCs opt for mergers, alliances, or joint ventures rather than a fully owned subsidiary
Companies spending large share of revenues of R&D are likely to be licensors
Companies spending very little on R&D are more likely to be licensees
9-8
9-7
Entry Strategies and Ownership Structures
Licensing
Licensing
An agreement that allows one party to use an industrial property right in exchange for payment to the other party.
9-11
Basic Organizational Structures
Initial Division Structure
Initial Division Structures
Export arrangement Common among manufacturing firms, especially those with technologically advanced products On-site manufacturing operations In response to local governments when sales increase Need to reduce transportation costs Subsidiary Common for finance-related businesses or other operations that require onsite presence from start
9-14
An International Division Structure
9-15
Chapter Nine
Entry Strategies and Organizational Structures
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Entry Strategies and Ownership Structures
The licensee may avoid entry costs by licensing to a firm already there
Licensor usually is a small firm lacking financial and managerial resources
Partial Comparison of Global Strategic Alliances
9-9
Entry Strategies and Ownership Structures
Franchising
Franchising
An arrangement in which one party (the franchisor) permits another (the franchisee) to operate an enterprise using its trademark, logo, product line, and method of operation in return for a fee.
Strategy is usually transitional in nature
The franchisor gets a new stream of income and the franchisee gets a proven concept or product/service that can quickly be brought to market
9-10
Organizational Expectations of Internationalization
The strategic plan of merged companies often calls for each to contribute a series of strengths toward making the firm a highly competitive operation
9-6
Strategic Alliance Recommendaห้องสมุดไป่ตู้ions
When forming a strategic alliance firms should
1. Know their partner well before alliance is formed. 2. Expect differences in alliance objectives among potential partners headquartered in different countries. 3. Realize that having desired resource profiles does not guarantee that they are complementary to the firm’s resources. 4. Be sensitive to alliance partner needs. 5. After identifying the best partner, work on developing a relationship of trust
Widely used in fast-food and hotel/motel industries
With minor adjustments for the local market, this can result in highly profitable international business
1. 2. Nonequity ventures Equity joint ventures
International joint venture (IJV)
Advantages of alliances and joint ventures include
Improvement of efficiency Access to knowledge Mitigating political factors Overcoming collusion or restriction in competition
Structural arrangement that handles all international operations out of a division created for this purpose.
Advantages
Assures international focus receives top management attention Unified approach to international operations Often adopted by firms still in developmental states of international business operations
9-3
Entry Strategies and Ownership Structures
Wholly Owned Subsidiary
Wholly owned subsidiary
An overseas operation is totally owned and controlled by an MNC. MNCs using a wholly owned subsidiary want total control and believe that managerial efficiency is better without outside partners
9-5
Entry Strategies and Ownership Structures
Alliances and Joint Ventures
Alliance
Any type of cooperative relationship among different firms.
Agreement under which two or more partners from different countries own or control a business. There are two types of alliances and joint ventures
Export/import Wholly-owned subsidiary Mergers/acquisitions Alliances/joint ventures Licensing Franchising
9-2
Entry Strategies and Ownership Structures
9-12
Use of Subsidiaries During the Early Stage of Internationalization
9-13
Basic Organizational Structures
International Division Structure
International division structure
Export/Import
Exporting and importing are often the only available choices for small and new firms wanting to go international Also permits larger firms to begin international expansion with minimum investment and minimum risk
9-4
Entry Strategies and Ownership Structures
Mergers and Acquisitions
Mergers and acquisitions
The cross-border purchase or exchange of equity involving two or more companies.
Disadvantages
Separates domestic from international managers May find it difficult to think and act strategically, or to allocate resources on a global basis
Some host countries worry that the MNC could drive out local enterprises Home country unions sometimes view foreign subsidiaries as an attempt to “export jobs” Today many MNCs opt for mergers, alliances, or joint ventures rather than a fully owned subsidiary
Companies spending large share of revenues of R&D are likely to be licensors
Companies spending very little on R&D are more likely to be licensees
9-8
9-7
Entry Strategies and Ownership Structures
Licensing
Licensing
An agreement that allows one party to use an industrial property right in exchange for payment to the other party.
9-11
Basic Organizational Structures
Initial Division Structure
Initial Division Structures
Export arrangement Common among manufacturing firms, especially those with technologically advanced products On-site manufacturing operations In response to local governments when sales increase Need to reduce transportation costs Subsidiary Common for finance-related businesses or other operations that require onsite presence from start
9-14
An International Division Structure
9-15
Chapter Nine
Entry Strategies and Organizational Structures
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Entry Strategies and Ownership Structures
The licensee may avoid entry costs by licensing to a firm already there
Licensor usually is a small firm lacking financial and managerial resources
Partial Comparison of Global Strategic Alliances
9-9
Entry Strategies and Ownership Structures
Franchising
Franchising
An arrangement in which one party (the franchisor) permits another (the franchisee) to operate an enterprise using its trademark, logo, product line, and method of operation in return for a fee.