国际企业的战略管理
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路漫漫其修远兮, 吾将上下而求索
4.3 国际竞争战略
• Firm as a chain of discrete value creating activities
• Primary (基本活动)
• upstream activities: R& D, manufacturing • downstream activities: marketing, sales, after sales
吾将上下而求索
Centralized Hub - Most strategic assets, resources, responsibilities and decisions centralized Operational Control - Tight HQ control of decisions, resources, information Global Mentality - Management sees overseas operations as
•Chile
•USA
•Japan
•Mexico
•India
•
•
•
路漫漫其修远兮, 吾将上下而求索
Coordinated Federation - Many key assets, responsibilities and decisions localized Administrative Control - Centralized HQ control, formal planning and control, tight HQ-Sub linkage International Mentality - Management sees overseas operations as
service
• Support (支持活动)
• infrastructure (general and administrative) • human resources • research and development
路漫漫其修远兮, 吾将上下而求索
•Inbound •logistics
•operations
路漫漫其修远兮, 吾将上下而求索
4.4.1国际战略联盟-优缺点
• Advantages
• Facilitate entry into a foreign country (MotorolaToshiba, 1980s)
• Allow sharing of fixed costs of new products/processes (Boeing and its suppliers)
delivery pipelines to a unified global market
• •
•
路漫漫其修远兮, 吾将上下而求索
Transnational MNC
•HK
•UK
•Chile
•USA
•Japan
•India
•Mexico
Networked Organization - Distributed, specialized resources and capabilities Interdependent Units - large flows of components, products, resources, people, and information Transnational Mentality - Complex process of coordination and cooperation in an environment of shared decision making
assets, responsibilities and decisions
localized
Personal Control - Informal HQ-Sub
relationship, simple financial controls
Multidomestic Mentality
-
Management sees overseas operations
•outbound •logistics
•Marketing •&
•Sales
•Services
路漫漫其修远兮, 吾将上下而求索
•Firm Infrastructure •HR Management •Technology Development
•Procurement
•Margin
4.4国际战略联盟
路漫漫其修远兮, 吾将上下而求索
4.4.3 国际战略联盟-合作框架
• Protect technology/know-how that is not intended to be transferred (Boeing 767)
• Bring together complementary skills and assets that can not easily be developed independently (Thomson-JVC)
• Help establish industry standards in technology (Philips-Matsushita)
路漫漫其修远兮, 吾将上下而求索
4.1 战略决策与管理
• 4 methods of global strategy: • International (McDonald’s, Wal-mart, Microsoft, P&G, etc) • Multi-domestic (Philips NV-VHS-formats: PAL, NTSC) • Global (Intel, TI, Motorola) • Transnational (core competence leveraging & transferring: Caterpillar, Unilever, MTV)
•Low •Local Responsiveness Pressures•High
•Country Differences in •- consumer tastes/preferences •- infrastructure/practices •- distribution channels •- host government needs
•
• •
路漫漫其修远兮, 吾将上下而求索
Multidomestic MNC
wenku.baidu.com
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
•Chile
•USA
•Japan
•Mexico
•India
Decentralized Federation - Many key
路漫漫其修远兮, 吾将上下而求索
•Strategic Choice
•High
•“Global” •Strategy
•“Transnational” •Strategy
•Cost Reduction •(Global Integration)
•Pressures
•“International” •Strategy
• Cooperative agreements among competitors from different countries
• Range from formal joint ventures (Fuji-Xerox) to particular task (such as developing a new product)
• To select a partner • Do thorough background check from public sources • Collect information from third parties who have personal experience with the likely partner(s) • Spend a lot of face-to-face time with likely partner(s)
国际企业的战略管理
路漫漫其修远兮, 吾将上下而求索
2020年4月12日星期日
4. 国际企业的战略管理
• 战略决策与管理 • 国际成长战略 • 国际竞争战略 • 国际战略联盟 • 蓝海战略
路漫漫其修远兮, 吾将上下而求索
4.1 战略决策与管理
• Benefits of global expansions:
• Earn greater return from distinctive skills, core competences
– inimitable or difficult to imitate skills in value chain
• Realize location economies (choice of FDI location)
•“Multidomestic” •Strategy
•Low
•Low
•High
•Local Responsiveness Pressures
International MNC
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
路漫漫其修远兮, 吾将上下而求索
•
Pressures for
Global Integration & Local Responsiveness
•High
•Ball bearings, •wheat
•Global Integration
•Cost Reduction •Pressures
•Low
•Cosmetics, food, •household goods
4.2国际成长战略
• 密集型成长: 市场渗透. 市场开发,产品开 发
• 一体化成长: 前一体化, 后一体化, 水平 一体化
• 多样化成长: 同心多样化, 水平多样化, 综合多样化
路漫漫其修远兮, 吾将上下而求索
4.3 国际竞争战略
• Porter’s competitive strategy:
• National level: Diamond (4 factors) • Industry level: 5 Forces • Corporate level: Value Chain (价值链)
as portfolio of independent businesses
Global MNC
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
•Chile
•USA
•Japan
•Mexico
•India
•
• • • 路漫漫其修远兮,
• Reduce operating costs, e.g., shared training, purchasing, procurement, etc. (KLM-CZ)
路漫漫其修远兮, 吾将上下而求索
4.4.1国际战略联盟-优缺点
• Disadvantages
• Give competitors new technology / markets at low cost
– create multinational network of activities (global web)
• Realize greater experience curve economies, which reduce the cost of value creation
– learning effects, economies of scale
• Disproportional benefit accrual to partners
路漫漫其修远兮, 吾将上下而求索
4.4.2国际战略联盟-合作伙伴
• A suitable partner • Helps achieve strategic goals; brings needed, valuable capabilities • Shares the firm’s vision for the alliance’s purpose • Is not likely to exploit the alliance to its own ends-fair play
4.3 国际竞争战略
• Firm as a chain of discrete value creating activities
• Primary (基本活动)
• upstream activities: R& D, manufacturing • downstream activities: marketing, sales, after sales
吾将上下而求索
Centralized Hub - Most strategic assets, resources, responsibilities and decisions centralized Operational Control - Tight HQ control of decisions, resources, information Global Mentality - Management sees overseas operations as
•Chile
•USA
•Japan
•Mexico
•India
•
•
•
路漫漫其修远兮, 吾将上下而求索
Coordinated Federation - Many key assets, responsibilities and decisions localized Administrative Control - Centralized HQ control, formal planning and control, tight HQ-Sub linkage International Mentality - Management sees overseas operations as
service
• Support (支持活动)
• infrastructure (general and administrative) • human resources • research and development
路漫漫其修远兮, 吾将上下而求索
•Inbound •logistics
•operations
路漫漫其修远兮, 吾将上下而求索
4.4.1国际战略联盟-优缺点
• Advantages
• Facilitate entry into a foreign country (MotorolaToshiba, 1980s)
• Allow sharing of fixed costs of new products/processes (Boeing and its suppliers)
delivery pipelines to a unified global market
• •
•
路漫漫其修远兮, 吾将上下而求索
Transnational MNC
•HK
•UK
•Chile
•USA
•Japan
•India
•Mexico
Networked Organization - Distributed, specialized resources and capabilities Interdependent Units - large flows of components, products, resources, people, and information Transnational Mentality - Complex process of coordination and cooperation in an environment of shared decision making
assets, responsibilities and decisions
localized
Personal Control - Informal HQ-Sub
relationship, simple financial controls
Multidomestic Mentality
-
Management sees overseas operations
•outbound •logistics
•Marketing •&
•Sales
•Services
路漫漫其修远兮, 吾将上下而求索
•Firm Infrastructure •HR Management •Technology Development
•Procurement
•Margin
4.4国际战略联盟
路漫漫其修远兮, 吾将上下而求索
4.4.3 国际战略联盟-合作框架
• Protect technology/know-how that is not intended to be transferred (Boeing 767)
• Bring together complementary skills and assets that can not easily be developed independently (Thomson-JVC)
• Help establish industry standards in technology (Philips-Matsushita)
路漫漫其修远兮, 吾将上下而求索
4.1 战略决策与管理
• 4 methods of global strategy: • International (McDonald’s, Wal-mart, Microsoft, P&G, etc) • Multi-domestic (Philips NV-VHS-formats: PAL, NTSC) • Global (Intel, TI, Motorola) • Transnational (core competence leveraging & transferring: Caterpillar, Unilever, MTV)
•Low •Local Responsiveness Pressures•High
•Country Differences in •- consumer tastes/preferences •- infrastructure/practices •- distribution channels •- host government needs
•
• •
路漫漫其修远兮, 吾将上下而求索
Multidomestic MNC
wenku.baidu.com
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
•Chile
•USA
•Japan
•Mexico
•India
Decentralized Federation - Many key
路漫漫其修远兮, 吾将上下而求索
•Strategic Choice
•High
•“Global” •Strategy
•“Transnational” •Strategy
•Cost Reduction •(Global Integration)
•Pressures
•“International” •Strategy
• Cooperative agreements among competitors from different countries
• Range from formal joint ventures (Fuji-Xerox) to particular task (such as developing a new product)
• To select a partner • Do thorough background check from public sources • Collect information from third parties who have personal experience with the likely partner(s) • Spend a lot of face-to-face time with likely partner(s)
国际企业的战略管理
路漫漫其修远兮, 吾将上下而求索
2020年4月12日星期日
4. 国际企业的战略管理
• 战略决策与管理 • 国际成长战略 • 国际竞争战略 • 国际战略联盟 • 蓝海战略
路漫漫其修远兮, 吾将上下而求索
4.1 战略决策与管理
• Benefits of global expansions:
• Earn greater return from distinctive skills, core competences
– inimitable or difficult to imitate skills in value chain
• Realize location economies (choice of FDI location)
•“Multidomestic” •Strategy
•Low
•Low
•High
•Local Responsiveness Pressures
International MNC
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
路漫漫其修远兮, 吾将上下而求索
•
Pressures for
Global Integration & Local Responsiveness
•High
•Ball bearings, •wheat
•Global Integration
•Cost Reduction •Pressures
•Low
•Cosmetics, food, •household goods
4.2国际成长战略
• 密集型成长: 市场渗透. 市场开发,产品开 发
• 一体化成长: 前一体化, 后一体化, 水平 一体化
• 多样化成长: 同心多样化, 水平多样化, 综合多样化
路漫漫其修远兮, 吾将上下而求索
4.3 国际竞争战略
• Porter’s competitive strategy:
• National level: Diamond (4 factors) • Industry level: 5 Forces • Corporate level: Value Chain (价值链)
as portfolio of independent businesses
Global MNC
•HK
•From: Bartlett and Ghoshal, Managing across borders, 1989
•UK
•Chile
•USA
•Japan
•Mexico
•India
•
• • • 路漫漫其修远兮,
• Reduce operating costs, e.g., shared training, purchasing, procurement, etc. (KLM-CZ)
路漫漫其修远兮, 吾将上下而求索
4.4.1国际战略联盟-优缺点
• Disadvantages
• Give competitors new technology / markets at low cost
– create multinational network of activities (global web)
• Realize greater experience curve economies, which reduce the cost of value creation
– learning effects, economies of scale
• Disproportional benefit accrual to partners
路漫漫其修远兮, 吾将上下而求索
4.4.2国际战略联盟-合作伙伴
• A suitable partner • Helps achieve strategic goals; brings needed, valuable capabilities • Shares the firm’s vision for the alliance’s purpose • Is not likely to exploit the alliance to its own ends-fair play