国际企业的战略管理

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,4.,国际企业的战略管理,Strategy:,“,the action managers take to attain the goals of a firm,”,General purpose:maximize/make profit,Differentiate products,increase price:add value,features,quality,service,Achieve low cost,Key means:allocation of scarce resources to attain goals,Opening case:MTV,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,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),create multinational network of activities(global web),Realize greater experience curve economies,which reduce the cost of value creation,learning effects,economies of scale,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),Pressures for,Global Integration&Local Responsiveness,High,High,Low,Low,Global Integration,Local Responsiveness Pressures,Country Differences in,-consumer tastes/preferences,-infrastructure/practices,-distribution channels,-host government needs,Ball bearings,wheat,Cosmetics,food,household goods,Cost Reduction,Pressures,Strategic Choice,High,High,Low,Low,Local Responsiveness Pressures,“Global”,Strategy,“Transnational”,Strategy,“Multidomestic”,Strategy,“International”,Strategy,Cost Reduction,(Global Integration),Pressures,International MNC,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 appendages to a domestic operation,UK,Chile,India,Japan,USA,HK,Mexico,From:Bartlett and Ghoshal,Managing across borders,1989,Multidomestic MNC,Decentralized Federation-Many key assets,responsibilities and decisions localized,Personal Control-Informal HQ-Sub relationship,simple financial controls,Multidomestic Mentality-Management sees overseas operations as portfolio of independent businesses,UK,Chile,India,Japan,USA,HK,Mexico,From:Bartlett and Ghoshal,Managing across borders,1989,Global MNC,UK,Chile,India,Japan,USA,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,delivery pipelines to a unified global market,HK,Mexico,From:Bartlett and Ghoshal,Managing across borders,1989,Transnational MNC,UK,Chile,India,Japan,USA,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,HK,Mexico,4.2,国际成,长,长战略,密集型,成,成长,:,市场渗,透,透,.,市场开,发,发,产品开,发,发,一体化,成,成长,:,前一体,化,化,后一体,化,化,水平一,体,体化,多样化,成,成长,:,同心多,样,样化,水平多,样,样化,综合多,样,样化,4.3,国际竞,争,争战略,Porter,s competitive strategy:,Nationallevel:Diamond(4factors),Industrylevel:5Forces,Corporatelevel:Value Chain(,价值链,),4.3,国际竞,争,争战略,Firm as achainofdiscretevaluecreatingactivities,Primary(,基本活,动,动,),upstreamactivities:R&D,manufacturing,downstream activities:marketing,sales,aftersalesservice,Support(,支持活,动,动,),infrastructure(generalandadministrative),humanresources,researchanddevelopment,Inbound,logistics,Services,Marketing,&,Sales,outbound,logistics,operations,Firm Infrastructure,HRManagement,Technology Development,Procurement,Margin,4.4,国际战,略,略联盟,Cooperativeagreements among competitors fromdifferent countries,Rangefrom formaljointventures(Fuji-Xerox)to particulartask(suchasdeveloping anew product),国际战,略,略联盟,-,优缺点,Advantages,Facilitate entry intoaforeign country(Motorola-Toshiba,1980s),Allowsharing of fixed costs of newproducts/processes(Boeingandits suppliers),Bringtogethercomplementary skillsandassets thatcan noteasilybedeveloped independently(Thomson-JVC),Help establishindustrystandardsintechnology(Philips-Matsushita),Reduceoperating costs,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ),国际战,略,略联盟,-,优缺点,Disadvantages,Give competitors newtechnology/marketsatlowcost,Disproportionalbenefitaccrual to partners,国际战,略,略联盟,-,合作伙,伴,伴,A suitable partner,Helpsachieve strategicgoals;brings needed,valuablecapabilities,Sharesthe firm,svisionfor thealliances purpose,Isnotlikely to exploitthe alliance to itsownends-fair play,Toselectapartner,Do thorough background check from publicsources,Collect informationfromthirdparties who have personal experience with the likely partner(s),Spenda lot offace-to-face time with likelypartner(s),国际战略联,盟,盟,-,合作框架,Protect technology/know-how that isnotintended to betransferred(Boeing767),Drawa solid contract with safeguards againstopportunism(TRW-Japanese auto components s