跨国公司战略

第一章
1.1跨国公司：定义、范围与影响
Definition of Multinational Enterprise(MNE)跨国公司定义：
Having substantial,direct investment in foreign countries and actively managing and regarding those operations as integral parts of the company,both strategically and organizationally.对外具有大量直接投资，并且对其进行积极的管理，从战略上和组织上都把国外的运营视为整体运营一部分的公司。

1.2动因：国际化的推动力和牵动力(The Motivations:Pushes and Pulls to Internationalise)
1.传统动因(Traditional Motivations)
①Need to secure key supplies 获得关键原材料的需要
②Market-seeking 开拓新市场
③Access low-cost factors 利用低成本要素
2.新兴动因(Emerging Motivations)
①Scale economies,ballooning R&D investment,and shortening product life cycles
规模经济，膨胀的研发投资，缩短产品生命周期
②Global scanning and learning capability 全球的识别和学习能力
③Competitive positioning 获得竞争地位
1.3国际化的方式：前提条件和进程The means of internationalization:prerequisites and processes
①Prerequisites for internationalization 前提条件
②The Process of internationalization 进程
1.4意识化的进程：国际化到跨国化（The Evolving Mentality ：International to Transnational) 国际化（International Mentality ） 多元化（Multinational Mentality ）
全球化（Global Mentality ） 跨国化（Transnational Mentality ）
第三章
3.1全球竞争优势：目标和方法（worldwide competitive advantage:goals and means ）
1.目标：效率、灵活性、学习 （The Goals:Efficiency 、Flexibility 、Learning ）
①全球化效率Global Efficiency:
②多国化的灵活性Multinational Flexibility
③世界范围的学习 Worldwide Learning
1）全球化的效率Global Efficiency:
跨国公司—投入产出系统 MNE —input-output system
跨国公司的总体效率=产出价值/投入价值 Efficiency of MNE=value of output/value of input P65 一体化与响应能力框架 The integration—Responsiveness Framework
全球一体化效益
From global
integration
国别响应的差异化效益
Differentiation benefits from national responsiveness
2）多国化的灵活性Multinational Flexibility：
四种重要的风险：Four important risks:
①宏观经济风险macroeconomic risks ②政治风险 political risks
③竞争风险 competitive risks ④资源风险 resource risks
3）世界范围的学习Worldwide Learning
2、方式： The Means:
①国家差异 National Differences
②规模经济 Scale Economies
③范围经济 Scope Economies
3.2多国的、国际的、全球的和跨国的经营战略
（Multinational、International、Global and Transnational Strategy）
1.①多国化战略 Multinational Strategy
②国际化战略 International Strategy
③全球化战略 Global Strategy
④跨国化战略 Transnational Strategy
1）多国化战略Multinational Strategy
①通过（响应）国家差异的方式实现多种战略国际
Primarily on one means (national differences)to achieve most of its strategic objectives.
②问题：缺乏效率、不能开发别国的知识和竞争力
Problems of inefficiencies and inability to exploit the knowledge and competencies of other national units
2）国际化战略International Strategy
①通过各种方式实现创造和开发世界范围的创新的战略目标
Focus on creating and exploiting innovations on a worldwide basis,using all the different means
②问题：缺乏效率和灵活性
Deficiencies of both efficiency and flexibility
3）全球化战略Global Strategy
①通过各种方式实现全球化效率的战略目标
Focus on developing global efficiency by all the different means
②问题：缺乏灵活性和学习能力
Compromises of both flexibility and learning
4）跨国化战略Transnational Strategy
①通过开发每一种战略目标——方式的组合发展梯级的竞争优势，同时实现效率、灵活性和学习能力Focusing on exploiting each and every goals——means combination to develop layers of competitive advantage by exploiting efficiency,flexibility,and learning simultaneously ②发展更为复杂和分化的资产和能力设置
Develop a more sophisticated and differentiated configuration of assets capabilities
3.3全球竞争优势：战略任务（worldwide competitive advantage：The strategic tasks）
①保护世界范围的优势 Defending worldwide dominance
②挑战全球领导者 Challenging the global leader
③保护国内市场 Protecting domestic niches
1）保护世界范围的优势Defending worldwide dominance
在保护现有竞争优势和建立新竞争优势中应遵循的两个原则：
Two fairly simple principles in balancing act of protecting existing advantages while building new ones required companies to follow:
①对保护和加强现有资产和能力要像对发展新资产和能力一样进行集中投入
Concentrate at least as much on defending and reinforcing their existing assets and capabilities as on developing new ones.
②寻求途径弥补自身不足或接近竞争对手的优势来源，而不是模仿对手的资产和能力的配置
Looked for ways to compensate for their deficiency or approximate a competitor's source of advantage,rather than trying to imitate asset structure or task configuration
2）挑战全球领导者Challenging the global leader
逐步建立竞争地位：Step—by—step approach to building competitive position:
①通过集中于细分市场进入市场
Developed an initial toehold in the market by focusing on a narrow niche
②通过扩展产品和地理位置立足市场
Expanded their toehold to a foothold by limited and carefully selected expansion along both product and geographic dimensions
③从低姿态的市场地位转化为国际市场上强大的长久地位
Convert its low—profile foothold into a strong permanent position in the worldwide business 3）保护国内市场Protecting domestic niches
三种可选择的行动方式：Three alternative courses of action;
①抵御竞争对手的全球竞争优势 Defend against the competitor's global advantage
②抵消竞争对手的全球竞争优势 Offset the competitor's global advantage
③接近竞争对手的全球竞争优势 Approximate the competitor's global advantage
第四章
Developing a Traditional Orgnization:Managing Integration,Responsiveness,and Flexibility 发展一个跨国组织：管理整合、响应机制和灵活性
4.1 结构不适应（ Beyond Structural Fit ）
1)Stopford and Wells’s International Structural Stages Model (Stopford和Wells国际结构阶段模型)
Foreign Sales as a Percentage of Total Sales国外销售占销售总额的百分比
2)Failure of the Matrix 全球矩阵结构的失败
1.In theory, the solution should have worked.The reality turned out to be otherwise.理论上可行，实际结果相反。

2.The matrix amplified the differences in perspectives.
矩阵结构扩大了观点和利益的分歧。

3.Dual reporting led to conflict and confusion on many levels.
双向报告导致了很多层面上的冲突和混乱。

4.2Administrative Heritage 管理传统(P97)
①Decentralized Federation 分权联盟模式
公司管理：把国外子公司作为独立的不同国家进行管理
②Coordinated Federation 协调联盟模式
center许多资产和资源虽然分散化但由总部
紧密的、正式的
公司管理：把国外子公作为国内运营在国外的延伸进行管理
③Centralized Hub 集权中心模式
key assets and resources
大部分资产和资源是集
strategic and operational
through centralized
out通过集中的决策进行紧密
Corporate management treats subsidiariesas delivery pipelines to the global mar
公司管理：把国外子公司作为向全球市场运送的管道
4.4The Transnational Organization 跨国公司的组织
1)Multidimensional Perspectives 多维的观点
1.Strong national subsidiary management 强大的各国子公司管理
2.Capable global business management适合的全球业务管理
3.Influential worldwide functional management 有影响力的世界范围的功能管理
2)Distributed,Interdependent Capabilities 分布的、相互依存的能力
Integrated Network Model 一体化网络模式
resources
分布的、专业化的资源和
Large flows of
components,products,resources,peop
le,and information among
interdependent units部件、产品、资
源、人员和信息相互依存的子公司之间
大量流动
Complex process of coordination and cooperation
In an environment of shared decision making
在共享决策权的环境中（进行）协调和合作的复杂过程
Flexible Integrative Process 灵活的一体化的过程
2、Developing sophisticated and subtle decision-making machinery based on three
interdependent management process.以三个相互依赖的管理过程为基础，建立复杂且敏锐
的决策机制。

1）Centralization 集权化
top management to intervene directly in key decision content.高层管理直接干预重要决策内容。

2）Formulization 规范化
management structures individual roles and administrative systems to influence specific decisions through formalization.
3）socialization 社会化
top management establishes a broad culture and set of relationships that provide a supportive organizational context for delegated decisions.高层管理建立一种宽容的文化，并
为分权决策创造一种支持的组织环境。

Integration and Differentiation Needs at Unilever联合利华的整合和差异化需求
High高
Low低
4.5Anatomy,Physiology,and Psychology of the Transnational
跨国公司的骨架、生理机制和心理机制
1、Structuring the Organizational Anatomy构建组织骨架
1）骨架：资产、资源和责任的正式结构
Anatomy:the formal structure of its assets,resources,and responsibilities
2）正式的主线结构：脊柱（Formal line structure:backbone）
3）非主线结构：胸腔（Nonline structure:rib cage）
4）微观结构工具：肌肉和软骨（Microstructural tools:muscle and cartilage）
2、Building the Organizational Physiology 建立组织生理机制
生理机制：组织的系统和决策过程（Physiology:organization’s systems and decision processes 1）Flow of information---the lifeblood of all management processes---that defines the organiazational physiology.信息流---所有管理过程的命脉---决定了组织的生理机制。

2）A great deal of information exchange occurs through the organizational informal channels and relationships.大量的信息交换通过组织的非正式渠道和关系实现。

3）Management can recognize ,legitimize,and reinforce informal relationships that contribute to corporate objective.管理可以承认，合法化和加强有利于公司目标的非正式关系。

3、发展组织心理机制Developing the Organizational Psychology
Psychology:organization’s culture and management mental
心理机制：组织的文化和管理意识。

Three important tools (影响组织心理的)三种方法
1）Clear,shared understanding of the company’s mission and objectives.
对组织使命和目标有清晰、一致的理解。

2）Visible behavior and public actions of senior management.高层管理人员在公共场合的行为和行动。

3）Company’s personnel policies,practices,and systems.公司的人事政策、实践和系统。

4.6Managing the Process of Change管理变革过程
Model I:The Traditional Change Process 传统的变革过程
Change in formal structure and responsibilities.正式结构和责任的变化
（Anatomy）骨架
Change in interpersonal relationships and processes.人际关系和过程的改变
（Physiology）生理机制
Change in individual attitudes and mentalities.个人态度和意识的改变
（Psychology）心理机制
Model II:The Emerging Change Process 新兴的变革过程
Change in individual attitudes and mentalities 个人态度和意识的改变
Change in interpersonal relationships and processes人际关系和过程的改变
Change in formal structure and responsibilities 正式结构和责任的变化
4.7The Transnational Organization in Transition 变革中的跨国组织
1）Disenchantment with Formal Matrix Structures对正式矩阵结构的觉醒
2）Redefinition of Key Organization Dimensions重新定义重要的组织维度
3）Changing the Functional Management Role 改变功能管理角色
第五章
5.1中心式，地区式和跨国式创新Central, Local, and Transnational Innovation
1、两个传统的创新过程
1）Center-for-global innovation model中心供应全球式创新模式
①New opportunity was sensed in home country在母国（市场）感知新机会
②Centralized resources and capabilities of parent company were brought in to create new
product or process in the main R＆D center
在研发中心把母公司的集中化的资源和能力相结合创造出新产品或新工艺。

③ Subsidiaries’role was to introduce that innovation to their local market.
子公司的角色是把创新引入到其当地市场。

2）local-for-local innovation model地区供应地区式创新模式
① Subsidiary-based knowledge development
以子公司为基础的知识开放（过程）
② Responding to perceived local opportunities, subsidiaries use their own resources and
capabilities to create innovative response that are then implemented in the local market. 为了响应已感知到的地区市场机会，子公司利用自身的资源和能力创造能够适应当地市场需要的创新性产品和工艺。

2、两个新的跨国式创新过程
3） Locally leveraged innovation 地区供应全球式
The special resources and capabilities of each national subsidiary are available not only to that local entity but also to other MNE units worldwide.
每个国家子公司的特殊的资源和能力不仅可以提供给当地子公司使用，而且可以提供给世界范围的其他子公司使用。

4）Globally linked innovation 全球供应全球式
Pooling the resources and capabilities of many different units-typically at both the parent company and the subsidiary level-to create and manage an activity jointly.
集中许多不同单元（通常包括母公司和子公司层面）的资源和能力，共同创造和管理一项活动。

5.2使中心创新活动富有成效Making Central Innovations Effective
1. Gaining subsidiary Input: Multiple Linkage 获得子公司输入：多重联系
2．Responding to National Needs: Market Mechanisms 响应东道国需求：市场机制
3．Managing Responsibility Transfer: Personnel Flow 管理职责转移:人员流动
5.3使地区创新活动富有成效 Making local innovations efficient
①授权地区管理 Empowering local management
②建立地区经理与总部决策过程的联系 Linking local managers to corporate decision—Making processes
③整合子公司功能 Integrating subsidiary functions
5.4使跨国创新模式可行Making Transnational Processes feasible
1.①从对称到差异化 From symmetry to differentiation
②从依赖或独立到相互依存 From dependence or independence to interdependence
③从一维控制到差异化协调 From unidimensional control to differentiated coordination
2.从对称到差异化 From symmetry to differentiation
①不同业务和功能管理方式的差异化
Differentiating the way they managed their various businesses and functions
②不同地区运营化管理的差异化
Differentiating the management of diverse geographic operations.
3.从依赖或独立到相互依存 From dependence or independence to interdependence
①跨国公司必须要建立一个非集权化而又非分权化，而是分散化且专业化的资源配置方式
The company must develop a configuration of resources that is neither centralized nor decentralized but is both dispersed and specialized.
②跨国公司必须建立一种单元间整合的机制以保证相互依存的任务能够获得协同效益，而不是冲突效
果
It must build interunit integration mechanisms to ensure that task interdependencies lead to the benefits of synergy rather than the paralysis of conflict
③单元间合作需要不同单元经理之间建立友好的人际关系
Interunit cooperation requires good interpersonal relations among managers in different units.
④拥有共同任务和责任的组织需建立额外的决策和冲突解决机制
Organization in which there are shared tasks and joint responsibilities requires additional decision—making and conflict —resolution forums
4. 从一维控制到差异化协调 From unidimensional control to differentiated coordination
5.组织单元间三种流动Three flows among organizational units:
①货物流 Flow of goods ②资源流 Flow of resources
③有价值的信息和知识流 Flow of valuable information and knowledge
5.1.货物流 Flow of goods
①原材料及其他供应 raw materials and other supplies
②零部件 components and subassemblies
③产成品 finished goods
货物流的协调可以通过规范化管理过程实现
Coordination of the flow of goods can be managed through formalized management process
5.2资源流 Flow of resources
①分配资金 Allocation of capital
②回收利润 Repatriation of dividends
③技术转移 Transfer of technology
④人员流动 Movement of personnel
资源流的协调可以通过集权化管理过程实现
Coordination of the flow of goods can be managed through centralization management process
5.3有价值的信息和知识流 Flow of valuable information and knowledge
①原始数据和分析资料 raw data and analyzed information
②积累的知识消化吸收的技术 accumulated knowledge and embedded expertise
信息流的协调可以通过社会化管理过程实现
Coordination of the flow of goods can be managed through socialization management process
第六章CHAPTER 6
Engagjinbg in Cross-Border Collaboration:Managing across Corporate Boundaries
参与跨国合作：企业的边界管理
6.1为什么建立战略联盟(Why Strategic Alliances？)
1．Technology Exchange 技术交换
2.Global Competition 全球竞争
3.Industry Convergence 产品融合
4.Economies of Scale and Reduction of Risk 规模经济和降低风险
5.Alliance as an Alternative to Merger 以联盟代替并购
6.2合作的风险和成本(The Risks and Costs of Collaboration )
1.The Risks of Competitive Collaboration竞争性合作的风险
2.The Cost of Strategic and Organizational Complexity 战略与组织复杂性的成本
①Differences in the administrative heritage of the partner companies further exacerbate
the organizational challenge.合伙企业管理传统的差异进一步加深了组织复杂性。

②Organizational complexity,due to the very broad scope of operations typical of many strategic alliances,also contributes to added difficulties.由于典型战略联盟运营范围非常广，其组织复杂性也增加了。

6.3 建立和管理合作企业(Building and Managing Collaborative Ventures)
1.Building Cooperative Ventures建立合作企业
①Partner Selection:Strategic and Organzational Analysis选择搭档：战略和组织分析
②Escalating Commitment :Thrill of the chase 升级承诺：打猎的兴奋
1）The process of alliance planning and negotiating can cause unrealistic expectations and wrong choices.联盟计划和协商的过程会导致不切实际的预期和错误决定。

2）The most effective way to control this escalation process is to ensure that at least the key operating managers likely to be involved in the implementation stage of the alliance are involved in the pre-decision negotiation process.控制这种升级过程的最有效途径就是保证至少有参与联盟实施阶段的关键运营经理参与前期决策和协商过程。

③Alliance Scope :Striving for Simplicity and Flexibility联盟范围：为简化和灵活性而努力
A key to successful alliance building lies in defining as simple and focused a scope for the partnership as is adequate to get the job done but to retain at the same time the possibility to redefine and broaden the scope if needed.建立联盟的成功之处在于合伙关系定义尽量简单和有重点的范围（能完成工作即可），同时在必要时要重新定义和扩大范围。

2.Managing cooperative Ventures管理合作企业
①Managing the Boundary:Structuring the Interface 管理边界：构建界面
②Managing Knowledge Flows:Integrating the Interface 管理知识流动：整合界面
③Providing Strategic Direction :The Governance Structure提供战略导向：管理结构
第七章
7.1全球业务管理 Global Business Management
1.①全球业务战略家 Global business strategist
②资产与资源配置的设计师 architect of asset and resource configuration
③跨国协调者 Cross—border coordinator
7.2全球管理职能Worldwide functional management
1.全球职能管理是指负责基本运营活动（例如研发、生产和营销）和负责支持性运营活动（例如首席财务官和首席信息官）的管理者。

Worldwide functional management refers to those individuals with the responsibility for primary activities like R&d，manufacturing,and marking,as well as those responsible for support activities,such as the chief financial officer and the chief information officer.
①全球情报扫描仪 worldwide intelligence scanner
②“最佳实践”的交叉媒介cross—pollinator of"best practices"
③跨国创新的拥护者 champion of transnational innovation
7.3地区子公司管理 Geographic subsidiary management
①二元文化传译者 Bicultural interpreter
②国别（差异）保卫者和拥护者 National defender and advocate
③公司战略的前线实施者 Frontline implementer of corporate strategy
7.4公司高层管理 Top—level corporate management
①提供方向和目标 Providing direction and purpose
②改变公司绩效 Leveraging corporate performance
③确保持续革新 Ensuring continual renewal
第二章了解国际化的环境：应对冲突环境的压力
2.1全球整合与合作的压力（Forces for Global Integration and Coordination)
1、改变压力的四个方面：
规模（Scale)，范围(Scope)，成本要素(Factor Costs)和自由贸易(Free Trade)
2、全球化的扩张螺旋(The Expanding Spiral of Globalization)：
技术创新（Technological），内部重组的努力（Internal restructure efforts)
3、作为变革推动者的全球竞争者(Global Competitors as Change Agents)：
全球棋局(global chess)
竞争战略(competition strategy):假设公司在所有市场上的竞争地位通过在财务和战略上的相互依存而连结在一起）
2.2 地方差异化和响应的压力(Forces for Local Differentiation and Responsiveness)
1、文化差异（Cultural Differences)
民族性—吉尔特.霍夫斯塔德文化差异的四个维度：
权力距离（power distance )
不确定规性回避(uncertainty avoidance )
个人主义(individualism )
男性主义(masculinity)
2、政府要求(Government Demands)：爱恨关系，零和游戏
3、增长的地方化压力（Growing Pressures for Localization)
重新确立传统偏好(reasserting traditional preferences for more differentiated products) 其他消费者和市场趋势(Other consumer and market trends are emerging)
其他重要阻碍 (other important impediments exist)
2.4 对同时来自多方面压力的反应（Responding to the Diverse Forces Simultaneously)
1、全球多元化和国际化生产（Global ,Multinational, and International Industries)
全球化战略(global strategies)
全球化的经济压力居于主导地位(economic forces of globalization are dominant)
2、多国化产业（multinational industries)
文化、社会和政治的国家性差异居于主导地位
(dominance of national differences in cultural ,social,and political environments )
多国化战略（multinational strategies）
3、国际化产业（International industries）
技术压力是主要的、国际化战略（technological forces and central）
4、向跨国化的转变（Transition to Transnationality) ：跨国化产业同时实现（全球性）效率、（对各国市场的）反应能力和（世界范围的）创新。

全球棋局的逻辑(The logic of global chess)
1、建立并保卫利润保护区 (Build and defend profit sanctuaries)
2、利用现有能力建立的新的竞争优势 (leverage existing strengths to build new advantages)
3、进行高风险、先发优势的投资 (make high-risk,preemptive investments)
4、建立联盟和同盟 (form alliances and coalitions )。