商务策略竞争分析英文.ppt

Competitivestrategies Globalvs local ProfessorDanielF Spulber 2 GlobalcompetitivestrategiesTheG5 PlatformstrategyNetworkStrategyIntermediarystrategyEntrepreneurstrategyInvestmentstrategy 3 Home supplier partner andcustomercountriesofcompetitors differencesassourcesofcompetitiveadvantageDifferencesinglobalvalueconnectionDifferencesinproducts brand technologyDifferencesinimpactsofpolitical legalandregulatoryclimate tradeagreements homecountrypoliciesDesignglobalcompetitivestrategiesforcompetitiveadvantage Globalcompetitivestrategies 4 Globalcompetitivestrategies Competitiveadvantagemustberelativetobothglobalandlocalcompetitors UnileverinUS Breyers BenandJerry s GoodHumor Klondike Popsicle Nestl inUS Dreyers Thegreaticecreambattle 5 GujaratCooperativeMilkMarketingFederation GCMMF India slargestfoodproductsmarketingorganization TwomillionfarmersinthecooperativeSlogan AtasteofIndia PRICE 10rupees 20cents 100milliliterAmulicecreamversus80milliliterHindustanLeverKwalityWallvanillaicecreamADVERTISINGCOSTS Amul 1 ofsalesversusHindustanLever 10 15 ofsalesonadvertising UNILEVERinIndia KwalityWallHindustanLeverfacessuccessfullocalcompetitor 6 Umbrellabrands Nestl productsinthesuper market Someproductscarrybothglobalbrandandlocalbrand 7 Globalplatformstrategy TheglobalchallengeGlobalmarketsize standardizationLocaldifferentiation customizationStrategy Determinebestcombinationofglobalandlocalactivitiesforcompetitiveadvantage 8 Forcescallingforglobalproducts standardization ConvergenceincustomerpreferencesandincomeacrosstargetcountrieswitheconomicdevelopmentandtradeCompetitionfromsuccessfulglobalproductsInternationalbrandawarenessCostbenefitsfromstandardizationFallingcostsoftradewithgreaterglobalization Globalplatformstrategy 9 Forcescallingforlocalproducts customization DifferencesincustomerpreferencesandincomeacrosstargetcountriesBuildlocalbrandrecognitionCompetitionfromsuccessfuldomesticproductsRegulatoryrequirements quality safety technicalspecifications domesticcontent EUproductstandardsHighcostsoftradecreateseparatemarkets Globalplatformstrategy 10 Globalplatformstrategy ReducesdevelopmentandproductioncostsUsedinautomobiles mobilephones computers aircraftExample Costperproduct developmentandmfg 80Costofbasicplatformdevelopment 100Costofeachvariation developmentandproduction 50Useplatformwhenservingfourormorecustomercountrymarkets Comparecostsofservingfourmarkets Distinctproducts 4x 80 320Platformand4variations 100 4x 50 300 11 Businesssells10unitseachinCountryAandinCountryFUnitcosts economiesofscaleTwolocalproductsat10unitseach 30 unitGlobalproductat20units 20 unitPricecompanycanchargeperunit Globalproduct 80 unitineachcountryTwolocalproducts 95 unitineachcountryGlobalversusregionalproduct Tailoringbrings 5moreearningsperunitProfitgreaterby 100Improvetradeoffwithplatformsandflexiblefactoriestorealizeeconomiesofscope masscustomization GlobalplatformstrategyProductvarietyversuseconomiesofscale 12 Globalplatformstrategy Internationalbusinessmanagersmakedecisionsaboutwhatshouldbeglobalversuslocal ProductsTechnologyandinputsManufacturingBrandsMarketingDistributionExample Wal MartmustcompetewithbothinternationalplayerssuchasCarrefourandlocalretailers 13 GlobalplatformstrategyLocalbrandpositioningofaglobalbrandandglobalproduct Coronasellsthesamebeer producedin8plantsinMexico allovertheworldAdvertisingadaptstotargetcountries beginsasaworkingclassbeerinMexico becomesahighqualityimportinmostothercountries MarketingadaptstolocalmarketsCoronacoordinatesinternationallythroughitssubsidiaries 14 Globalplatformstrategy Mostproductsarelocalandnotbranded Forexample infoodsectorNestleestimatesthatonly1 ofallgoodsinfoodmarketsarebrandedIncreasingnumberofinternationalbrands Corona Nestl SonyIncreasingbrandvariations BMW3 series 1990s Morethan1millionvarietiescanbeorderedLocaldistributionandmarketingExample McDonald s Coca Cola Globalbrand somelocalproducttailoring relianceonlocaldistributionLocaltechnology production customerserviceAcercomputercompany 15 Globalnetworkstrategy Createnetworkofcustomers suppliers partnersUsenetworktoachieveglobalsizeandreachUsenetworktoprovidelocalcustomizationNetworkrelationshipsgeneratecompetitiveadvantage 16 Theinternationalbusinesscontributesvaluebycreatinganinternationalnetwork RecallLi FungNetworkscanconsistofinformalbusinessrelationshipsormoreformalcontractualrelationshipsNetworksfacilitatecoordinationofsourcingandservingNetworkreplacesn mlinkswithm nlinks hubandspokenetwork Buyers Sellers 12links 7links Globalnetworkstrategy 17 Globalnetworkstrategy Physicalnetworks Communications WiredandmobiletelephonesystemsInternetTransportation Railroads Airlines Shipping IntermodalsystemsEnergy Oilandnaturalgaspipelines ElectricpowertransmissionanddistributionLogistics Postalsystems WholesaleandretaildistributionBusinessnetworks Manufacturing services distribution technology socialnetworks trustandinformationsharing 18 Globalnetworkstrategy Theglobalfactory HongKongmanufacturersownorcontractwithmorethan40 000factoriesinSouthChinaemployingfourmillionworkersTotakeadvantageofspecializedsourcesindifferentcountries bestqualityTotakeadvantageofcostvariationsacrosscountries leastcostsourcesTotakeadvantageoflocation minimizetransport costs transactioncosts andtariffs 19 Examples DairyFarm Shell ZaraGrowth accesstoadditionalcustomersDevelopglobalbrandsCoordinationeconomiesfromcentralizedregionalwarehousesandproductionfacilitiesProvideaccesstosourcingnetwork EnhancesvalueofsuppliercontactsbyexpansionofdistributionLowertransactioncostsforsupplierswhodealwithfewerdistributorsLowerriskfrompoolingdemandfluctuations Globalnetworkstrategy Theglobalstore 20 Globalnetworkstrategy Networkeffects NumberofmemberscanaffectthevalueofmostofexistinglinksArchitecture Structureofthenetworkaffectscostsandperformance hub and spokeversuspoint to point CompaniesshouldcapturethevaluecreatedbytheirnetworkorganizingactivitiesNetworksaremechanismsfordeliveringallkindsofservices suchasentertainmentandinformation ratherthanphysicalproducts Accessisbecomingapotentconceptualtoolforrethinkingourworldviewaswellasoureconomicview makingitthesinglemostpowerfulmetaphorofthecomingage JeremyRivkinTheAgeofAccess 21 GlobalnetworkstrategyPartnernetworks AchieveglobalscaleMembersfocusontheirregionReducecompetitionbyavoidingduplicationoffacilitiesandoperationsAvoidgovernmentrestrictionsonownershipandmarketdominanceTechnologystandardsettingComplementsinproductionComplementsindemand gameplayersandgames 22 GlobalnetworkstrategyPartnernetworks GlobalreachBritishAirways AmericanAirlines Provide60 ofalltransatlanticservices AlliancethatRevolvesAroundYou ONEWORLDmembers Iberia CathayPacific Quantas Finnair AerLingus LanAirlines Chile Theairlinescooperateonschedulingandticketing frequentflyerprograms airportclubs baggagehandling customerserviceCompetitiveresponsetotheSTARALLIANCEfromUnited Lufthansa SAS AirCanadaandThaiAirways 210 000Employees flightsto578citiesin106countries 600destinationsin135countriesaroundtheworld operatingover8000flightsdaily 230millionpassengers year 23 GlobalnetworkstrategyPartnernetworks Technologystandards Mobilephoneoperatingsystem Owners 24 GlobalnetworkstrategyPartnernetworks Technologystandards Mobilephoneoperatingsystem Licensees 25 GlobalnetworkstrategyPartnernetworks Technologystandards SoftwarelicensingcompanyOpen standardoperatingsystemFirstopenSymbianOSphone in2001 Nokia9210CommunicatorAbout85 marketshareStandard settingnetwork 26 GlobalnetworkstrategyFranchisenetworks AdvantagesRapidinternationalgrowthLocalownershipLocalmanagementLowercapitaloutlaysDisadvantagesSearchcostoffindingfranchiseownersoverseasCostsofmonitoringperformanceacrossbordersTransactioncostsofformingfranchisecontractsinothercountryremains 27 MatchmakerBringsbuyersandsellerstogetheracrossinternationalbordersMarketmakerCreatesandoperatesmarketsthatcrossinternationalbordersAgentProviderepresentationinothercountries Globalintermediarystrategy 28 GlobalintermediarystrategyMatchmaker Bridgeinternationaldifferencesingoodsandservices businesspractices lawandregulations currencies languages timezonesProvidevalue addedactivitiesRepresentativeagentsinsales distribution purchasing financing contracting andsupplychainmanagersMatchofferstobuyerandsellerneeds productfeatures location time AvoidscostsofsearchforbuyersandsellersReducesbuyerandsellerrisksfromdealingwithfewtradingpartners 29 GlobalintermediarystrategyMatchmaker Language SellerspeaksChinese buyerspeaksSpanish intermediaryspeaksbothCurrency Sellerwantspesos buyerhasdollars intermediarychangesdollarstopesosDistance SellerisinThailand buyerisinBrazil intermediaryarrangestransportationTrust Buyerandsellerbothtrusttheintermediarywithouthavingdealtdirectlywitheachother Time SellerisinJapan buyerisinMexico intermediaryoperatesinbothtimezonesKnowledge SellerinGermanyknowsproductiontechnology buyerinUSknowspreferencesofUScustomers intermediarycombinesknowledgeofsupplyanddemandacrossbordersCulture Sellerandbuyerareindifferentcountries intermediaryadaptsproducts services contracttermsandnegotiationtodiversesocialcustoms 30 Mitsui Ourfirstcorecompetenceisfacilitatinginternationaltradewithinnovativeservicestailoredtoclientneeds 31 Mitsui Oursecondcorecompetenceisworkingwithourglobalclienteletocreatenewtradeflowsandnewbusiness 32 Mitsui Distributorofgoodsandservices Transferagentfortechnology Financier Investor Projectorganizer Marketdeveloper Resourcedeveloper Well informedconsultantandbusinesspartner Mitsui 33 Mitsuiisintop15ofFortuneGlobal500 http www mitsui co jp tkabz english corp index htm 34 GlobalintermediarystrategyBeatingbypasscompetition TradeCountryHTransactioncostT ServeCountryA SourceCountryB BypasscompetitionTransactioncostT TransactionstrategyoffersinnovativetransactionsYourcostsoftradeTmustbelessthancompetitorcostsoftradeT Example Li Fung 35 GlobalintermediarystrategyMarketmaker CemexMittalCargillBPAmocoeBay Theglobalmarketmakeraggregatesdemandacrosscountriesandaggregatessupplyacrosscountries 36 IngramMicro theleadinginternationalwholesaleroftechnologyproductsandservicesWholesales280 000computerhardwareandsoftwareproducts thinkofnumberofprices SourcesinUSandmanyothercountriesfrom1 700manufacturersServes175 000resellersinmorethan100countriesServesthroughoperationsandaffiliatesin35countriesEstablishesprices coordinatessalesandpurchases clearsthemarket allocatesproducts GlobalintermediarystrategyMarketmaker 37 GlobalintermediarystrategyMarketmaker CreatesandoperatesinternationalmarketsChoosesprices conveysinformationAdjustssourcingandservingtoclearmarkets avoidsefficiencylossesfrommarketimbalancesProvidesimmediacy readytobuyandsellAllocatesgoodsandservicesacrosscountriesGathersandaggregatesinformationaboutcustomersandsuppliersonaninternationallevel inventories orders andproductionAppliesITtointernationalcoordinationEarnsreturnsfrominternationalriskpooling 38 GlobalintermediarystrategyAgents ExportMarketingCompany EMC representssellers canbebrokerordealer bearsrisks arrangesresale transportation creditExportTradingCompany ETC representsbuyers handlesimports usuallytakestitletogoodsActasinternationalagent provideexpertiseinnegotiation marketknowledgeProvidetrusttobuyersandsellersAllowsprincipaltodelegateauthorityfordistanttransactionsProvidesmarketexpertise oftentosmallerfirms 39 GlobalintermediarystrategyMoreagents Piggybackarrangements e g SonydistributesinJapanforWhirlpool GETradingCo distributesforotherUSmanufacturersinAfricaandLatinAmericaGeneralTradingCompanies InJapan thereareSogoShosha largescale andSenmonShosha smallerscale tradingcompanies SimilarcompaniesexistinEurope SouthKorea Taiwan SingaporeandHongKongGovernmentProcurementAgencies e g ChinaCentral