战略管理(第八章)

Key factors
Global economies of scale
Location
Choosing the right location can provide advantages in terms of
• • • • •
Input costs
Competitors
Demand conditions Regulatory environment Presence of complements
Governance and coordination
costs increase as you manage from a distance
5
KEY FACTORS – GLOBAL ECONOMIES OF SCALE
Key factors
Global economies of scale
• How does being international make our
products more attractive to our customers?
4
PROS VS. CONS OF INTERNATIONAL EXPANSION
Many international expansions fail
• Wal-Marts international businesses
perform poorly relative to its U.S. business
Foreignness can be a liability
(e.g., your managers may not understand local culture)
65
35
Papa John’s
U.S.
Pizza
917
96
4
3
INTERNATIONAL STRATEGY AND THE STRATEGY DIAMOND
Staging Arenas
• When will we go international? • How quickly will we expand into
Different languages
Different ethnicities; lack of connective ethnic or social networks Different religions Different social norms
Absence of colonial ties
Global expansion may be attractive if it allows you to leverage fixed assets over new markets
• Pharmaceutical firms such as Pfizer, can
leverage large R&D budgets
2
INTERNATIONAL PRESENCE OF SELECTED MULTINATIONAL CORPORATIONS (MNCs)
Company Nokia Audi Clarion
Domestic market Finland Germany Japan
Products Cell phones Automobiles Audio equipment Computers, electronics Online auctions
Total sales $ Millions 37,031 29,378 1,540
Sales in domestic market Percent
Sales in foreign markets Percent
1 32
52
99 68
48
Apple
U.S.
8,279
59
41
eBay
U.S.
2,165
Multipoint competition
8
KEY FACTORS – LEARNING AND KNOWLEDGE SHARING
Key factors
Global economies of scale
Location
Expanding into a new market can create opportunities to innovate, improve existing products in existing markets, or develop ideas for new markets
Expanding into a new market may provide an opportunity for a “stronghold assault”
For example, French tire maker Michelin had negligible presence in the U.S. in the 1970s. It learned of Goodyear’s plans to expand into Europe, so it launched a counter attack. It started selling tires in the U.S. at or below cost, and thereby forced Goodyear to drop prices and cut profits in its core market
Absence of shared monetary or political association Political hostility Government policies Institutional weakness
Physical remoteness
Lack of a common border Lack of sea or river access Size of country Weak transportation or communication links
A five-forces analysis can help reveal the attractiveness of a location
7
KEY FACTORS – MULTIPOINT COMPETITION
Key factors
Global economies of scale
Location
Why?
• Pepsi’s ambitious expansion in the
1990s resulted in a decreased international market share
Newness can be a disadvantage
(e.g., your firm must move up the learning curve)
Economic logic Differentiators
• How does our international
strategy lower our costs, raise the prices we can charge, or create synergies between our business?
Chapter 8
Looking at International Strategies
OBJECTIVES
1 2
Define international strategy and identify its implications for the strategy diamond Understand why a firm would want to expand internationally and explain the relationship between international strategy and competitive advantage
SC Johnson, for example, used technology developed in its European operation (a product for repelling mosquitoes in homes) to create the “ Glade Plug-ins” air freshener in the U.S.
Differences in consumer Nhomakorabeancomes
Differences in costs and quality of
Differences in climates
Industries or products affected by distance Products have high linguistic content (TV) Government involvement is high in industries that are • Producers of staple goods (electricity) • Producers of other “entitlements” (drugs) • Large employers (framing) • Large suppliers to government (mass transportation) • National champions (aerospace) • Vital to national security (telecom) • Exploiters of natural resources (oil, mining) • Subject to high sunk costs (infrastructure) Products have a low value-ofweight or bulk ratio (cement)
international markets?
• Which geographic areas will we enter? • Which channels will we use in those areas?
Arenas Vehicles
• In what sequence will we
implement our entry tactics?
Multipoint competition
Learning and knowledge sharing
9
THE CAGE DISTANCE FRAMEWORK
Cultural distance Attributes creating distance Administrative distance Geography distance Economic distance
U.S.
China
Vehicles
Assemble and distribute itself
Consumers first, then corporations
Partner
Staging
Corporations first
Dell became China’s largest computer system provider in just 5 years
• CitiGroup, McDonald’s, and Coca-Cola can
leverage brands
• MITY can leverage its excess capacity to
produce chairs and thereby reduce average costs
6
KEY FACTORS – LOCATION
• Which international
Staging Economic logic Vehicles
market-entry strategies will we use? Alliances? Acquisitions? Greenfield investments?
Differentiators
1
DELL GOES TO CHINA
Strategic decisions
If we’ve not in what will soon be the second-biggest PC market in the world, then how can Dell possibly be a global player?
3 Describe different vehicles for international expansion
4 5 Apply different international strategy configurations Outline the international strategy implications of the static and dynamic perspectives