跨国公司战略

第 1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 Need to secure key supplies 获得关键原材料的需要 Market seeking 开拓新市场 Access low cost factors 利用低成本要素 2 新兴动因 Emerging Motivations Scale economies ballooning R 抵御竞争对手的全球竞争优势 Defend against the competitor s global advantage 抵消竞争对手的全球竞争优势 Offset the competitor s global advantage 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 Wordwide Product Division 产品组织结构 Global Matrix or Grid 全球矩阵组织结构 Alternate Paths of Development 发展的不同路径 Area Division 地区组织结构 International Division 国际业务部组织结构 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 Decentralized Federation 分权联盟模式 Most key assets and resources Decentralized大部分资产和资源是分散的 Loose personalcontrols Financial flows capital out dividens back 松散的 个人控制 财务流 投出资本 收回红利 Corporate management treats subsidiaries as independent national businesses 公司管理 把国外子公司作为独立的不同国家进行管理 跨国经营的产品的品种效益 Foreign Product Diversity Coordinated Federation 协调联盟模式 Many assets and resources Decentralized but controlled From center许多资产和资源虽然分散化但由总 部控制 Tight formal systems based control Knowlege flows parent technology And expertise locally adapted紧密的 正式的 系统的管理 知识流 母公司的技术和专长在各 地被采用 Corporate management treats subsidiaries As foreign extensions of the domestic operations 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 Centralized Hub 集权中心模式 Most key assets and resources centralized大部分资产和资源是集 中的 Tight strategic and operational control through centralized decision making Goods flows from center out通过集中的决策进行紧密的战略 和运营控制 货物流 从总部向外 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 Distributed specialized resources and capabilities分布的 专业化的资源和 能力 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 Businesses业务 Functions 功能 Tasks 任务 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 Chemicals 化学产 品 Personal products 个人产品 Packaged foods 包 装食品 Research 研制 Product development 产品 开发 Manufacturing 制 造 Sales 销售 Product policy 产品 策略 Advertising 广告 Pricing 定价 Distribution 分销 Promotion 促销 Detergents 清洗剂 Marketing 营销 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 New opportunity was sensed in home country 在母国 市场 感知新机会 Centralized 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 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 Subsidiary based knowledge development 以子公司为基础的知识开放 过程 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 授权地区管理 Empowering local management 建立地区经理与总部决策过程的联系 Linking local managers to corporate decision Making processes 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 从对称到差异化 From symmetry to differentiation 从依赖或独立到相互依存 From dependence or independence to interdependence 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 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 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 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 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 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 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 货物流 Flow of goods 资源流 Flow of resources 有价值的信息和知识流 Flow of valuable information and knowledge 5 1 货物流 Flow of goods 原材料及其他供应 raw materials and other supplies 零部件 components and subassemblies 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 分配资金 Allocation of capital 回收利润 Repatriation of dividends 技术转移 Transfer of technology 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 原始数据和分析资料 raw data and analyzed information 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 Differences 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 Organizational 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 Partner Selection Strategic and Organzational Analysis 选择搭档 战略和组织分析 Escalating 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 Alliance 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 Managing the Boundary Structuring the Interface 管理边界 构建界面 Managing Knowledge Flows Integrating the Interface 管理知识流动 整合界面 Providing 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 全球业务战略家 Global business strategist 资产与资源配置的设计师 architect of asset and resource configuration 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 全球情报扫描仪 worldwide intelligence scanner 最佳实践 的交叉媒介 cross pollinator of best practices 跨国创新的拥护者 champion of transnational innovation 7 3地区子公司管理 Geographic subsidiary management 二元文化传译者 Bicultural interpreter 国别 差异 保卫者和拥护者 National defender and advocate 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 提供方向和目标 Providing direction and purpose 改变公司绩效 Leveraging corporate performance 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