全球化综述V1

MULTINATIONAL AND GLOBAL STRATEGIES
MULTINATIONAL 多国战略 Selected Target Countries 选定的目标国家 Custom strategies; little coordination 常见的战略;缺乏协调 Adapted to local needs 适应当地的需求 Plants scattered across many host countries GLOBAL 全球战略 Most countries which constitute critical markets 多数建立苛刻市场的国家 Same basic strategy worldwide 世界范围内相同的基本战略 Standardized products 标准化的产品 Plants located on the basis of competitive advantage 基于竞争优势而选址的工厂 Attractive suppliers from anywhere
PRESSURES: GLOBAL INTEGRATION 压力:全球一体化 MARKET DRIVERS
市场驱动力
– Homogenization of product needs 产品需求的同质化 – Global customers 全球顾客 – Improved product quality 改进的产品质量 – Reduced adaptation costs 降低的适应成本
Strategic Arena 战略舞台 Business Strategy 经营战略
Product-line strategy
生产线战略 Production Strategy
产品战略
散布在许多东道国的工厂
Sources of supply 供应来源 Marketing 营销 Organization 组织
TRANSNATIONAL STRATEGY 跨国战略
Unit 1 部门1
HQ
公司总部
Unit 2 部门2
源自文库
Unit 3 部门3
TRANSNATIONAL STRATEGY ISSUES TO CONSIDER
FORCES AGAINST GLOBA STRATEGY 反对全球战略的力量 Consumers demanding something "different"
消费者需要多样化的东西 Government demands 政府规定 Exchange rate risk 汇率风险
New manufacturing technology 新兴制造技术 Organizational limitations 组织局限性 Managerial resistance 管理阻力
GLOBAL STRATEGY 全球战略
Unit 1 部门1
HQ
公司总部
Unit 2 部门2
Unit 3 部门3
GLOBAL STRATEGY:
Competitive advantage 全球战略:竞争优势
Lower cost structure 更低的成本结构
Economies of scale 规模经济 Less duplication of activities 减少运作中的重复劳动 Lower inventories 更低的库存
"You want to be able to optimize a business globally -to specialize in the production of components, to drive economies of scale as far as you can .... "你希望能够在全球范围内优化自己的业务----专注于产品 的某些部分,尽你所能推动规模经济 But you also want to have deep local roots everywhere you operate ... 但是你又想在你经营的每一个地方扎下深根… If you build such an organization, you create a business advantage that's damn difficult to copy." 如果你建立了这样一个组织,那么你就创造了一个难 于被模仿的企业优势." Percy Barnevik 帕西.巴尼维克
当代全球商务之
第五部分:在全球市场上竞争
(Competing in a Global Market) School of Management Xi'an Jiao Tong University
Valerie Zhu
INTERNATIONAL BUSINESS STRATEGY 国际商务战略
INTEGRATIVE CONCEPTUAL FRAMEWORK
COMPETITIVE DRIVERS 竞争驱动力
– Global competitors 全球竞争者
GLOBAL STRATEGY 全球战略
Central control over country operations 对以国家为中心的集中控制 Central surveillance of resource allocation and performance 对资源分配和绩效的集中监督 Standardized products 标准产品 Extensive transshipments 增大的运输量 Cross-subsidization 交叉补贴 Activities located in country(ies) providing comparative advantage 活动定位在可以提供相对优势的国家
Suppliers in host country preferred 在东道国选择的供应商 Adapted to local practices and culture 适应当地实践和文化 Autonomy 自治
来自任何地方有引力的供应商
Worldwide coordination; minor adaptation 世界范围的协调;少量适应 Central control 集中控制
es
GLOBAL COMPETITIVE ADVANTAGE 建立 全球竞争优势
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GENERIC STRATEGIES 一般战略 International 国际战略 Multinational 多国战略 Global 全球战略 Transnational 跨国战略
COMPONENTS 组成部分 Structures KEY CHOICES 组织结构 关键选择 Leadership Entry Modes 进入模式 领导 Ownership Systems 所有权 系统 Control 控制 Values 价值观
MULTINATIONAL STRATEGY 多国战略
Unit 1 部门1
HQ
公司总部
Unit 2 部门2
Unit 3 部门3
MULTINATIONAL STRATEGY: Competitive advantage 多国战略:竞争优势
Local responsiveness 对当地情况变化的迅速响应 Goodwill -- local government, customers 良好的关系-当地政府,客户 Lower costs -- avoiding shipping costs and tariffs 更低的成本-免除了运费和关税 Lower coordination costs 更低的协调成本 Quick response to changing local market situations 快速地响应当地变化的市场情况
Improved quality 改进的质量 Enhanced customer preference 强化的顾客忠诚度
GLOBAL STRATEGY:
Competitive advantage 全球战略:竞争优势
Increased competitive leverage 增加的竞争优势 Greater bargaining power 更强的讨价还价能力 Quick response -- R&D concentration 快速响应-集中的研发力量
INTERNATIONAL STRATEGY: EVOLUTION
国际战略:演变过程
INTERNATIONAL EXPORT 国际出口 MULTINATIONAL 多国战略
GLOBAL 全球战略
TRANSNATIONAL 跨国战略
MULTINATIONAL STRATEGY 多国战略
Customized product 个性化产品 Countries -- selected on their stand-alone potential 国家----以其独特潜力被选中 Units independent 部门独立性 Low coordination; high dispersion 低协调性;高松散性 Few inter-subsidiary transfers 子公司之间的缺乏交流
TRANSNATIONAL STRATEGY 跨国战略
Greater emphasis on differentiated products than in "pure" global industries 比纯粹的全球战略产业更加强调产品差异 Greater demand for global efficiency and lower costs than in "pure" multinational industries 比纯粹的多国战略企业更加需要全球高效配置和低成本 Greater sensitivity to governmental demands 对政府的规定更为敏感 Units coordinate activities with HQ and with one another 部门和总部之间有协调活动,部门之间也有协调活动 Units may adapt to special circumstances only they face 部门可以适应它们独自面对的环境
整体概念框架
ENVIRONMENT
Co r 约束 aints Ch 选 择 Co BUILDING A 约
环境
ts rain
ORGANIZATION 组织
nst s oice 选
COMPONENTS 组成部分 Socio-Cultural 社会文化 Political 政治 Legal 法律 Economic 经济 Technological 技术
INDUSTRY GLOBALIZATION POTENTIAL
产业全球化潜力
MARKET DRIVERS 市场驱动力 COMPETITIVE DRIVERS 竞争驱动力
COST DRIVERS 成本驱动力
Industry Globalization Potential 产业 全球化潜力
GOVERNMENT DRIVERS 政府驱动力
PRESSURES: GLOBAL INTEGRATION 压力:全球一体化
COST DRIVERS 成本驱动力 – Economies of scale 规模经济 – Economies of scope 范围经济 – Decreased transportation costs 降低运输费用 – Learning and experience 学习和经验 – Lower communication costs 更低的通讯成本
GOVERNMENT DRIVERS 政府驱动力 – Reduced tariffs, quotas 降低的关税和配额
PRESSURES: GLOBAL INTEGRATION 压力:全球一体化
– Reduced non-tariff barriers 减少的非关税壁垒 – Trading blocks 贸易壁垒 – Compatible technical standards 统一的技术标准