跨国公司管理chap4 MNC StrategicManagement

Review:EnvironmentAnalysis,Environmentalfactorscanbecategorizedintothreelayers:macro,industrialandinternal.Themostsignificantcharacterofmultinationalenvironmentistheconflictionbetweenglobalizationandlocalization.Youaresupposedtograspseveralenvironmentalanalysistoolsbyyourself.,MNCStrategicManagement,Chapter4,Discussions,WhatisthedefinitionofStrategyandStrategicManagement?Whatarethegoalsofstrategicmanagement?Whatbasicstrategieshavewelearned?Besidesallofabove,whatarethespecialstrategicconsiderationsforMNC?,4.1review:definition,战略：是关于战争的计划（克劳塞维茨）。是一种完全的计划，它规定了在各种情况下选手可选择的行动。（纽曼摩根斯坦）是目标、意图或者目的，以及为达到这些目的而制定的主要方针和计划的一种模式，这种模式界定企业的业务范围与经营类型。（安德鲁斯）是贯穿于企业经营与产品及市场之间的一条共同经营主线，它包括四个要素：产品与市场范围、增长向量、竞争优势、协同作用。（安索夫）界定外在环境的机遇与风险，为利用这些机遇寻求组织内能力与资源之间切实可行的匹配。（霍弗）,战略管理：决定企业基本的长期目标与任务，制定行动方案，配置必要的资源与实现这些目标。,企业战略理论两大学派,外部环境学派着眼于“环境分析”五要素模型，价值链分析多元化经营,内部资源学派界定已经拥有的资源和能力开发培养资源能力现在我们能做什么？将来我们应该能做什么？我做什么会做得最出色？专注核心业务,CoreCompetencies,Skillswithinthefirmthatcompetitorscannoteasilymatchorimitate.Theyenableafirmtoreducethecostsofvaluecreationand/ortocreatevalueinsuchawaythatpremiumpricingispossible.与知识有关通常不是实物资产独一无二难以复制或模仿（因果模糊性、路径依赖）,7-2,4.1review:Goals:toobtainandtomaintaincompetitiveadvantages,EnvironmentalAnalysis,4.1reviews:basicstrategies,Corporatestrategy:IntegrationDiversificationBusinessstrategy:Low-costDifferentiationCompetitivestrategyOffensiveDefensiveCounter-parry,4.2MNCstrategymanagement:strategysystem,Overallstrategyofwholecompany,strategyofregionalsubunit,strategyofnationalsubunit,strategyofSBUs,viewofHeadquarter,Invest,;,tradeorlicense,HavingOIL,advantages,?,DirectInvestment,Decision,1,:,location,Decision,2,:,LegalForm,Branchandsoon,.,WhollyOwned,Subsidiary,Decisionsabout,cooperation,Decision,:,MergerorGreenFieldInvest,Jointventure/StrategicAllies,Foreignsubunit,established,Strategicobjectives,Strategicmanagement,Strategicmentality,Strategicmeasures,EPRGmodel,Comparison,betweenWOS,Policyandgrant;ExportofownershipspecificAdvantages.,contradictions,advantages,disadvantages,JV,WOS,4.2.1Strategicdecisionbeforegoingabroad(continued),ComparisonbetweenmergerDecreasecompetition;Sellsharetogetmoremoney,HighercostMorerestrictionsLocalresistance,LocalsupportMoreaccuratebudgetLowerriskinoperationMoresuccessfulcases,TakelongtimeHigherriskininvestment,advantages,disadvantages,GFI,merger,4.2.2Strategicmanagementaftersubunitestablished,strategicmentality:EPRGModel,续,4.2.2Strategicmanagementaftersubunitestablished(continued),strategicmentality:IMGTModel,Strategicobjectives:worldwidecompetitiveadvantages,4.2.2Strategicmanagementaftersubunitestablished(continued),EfficiencyFlexibilityWorldwideLearning,4.2.2Strategicmanagementaftersubunitestablished(continued),Strategicmeasures,Nationaldifferencesscaleeconomyscopeeconomy,continued,Environment,competitionandstrategicresponse,加速海外投资的全球化：将生产分散在世界各地的多个工厂，每个工厂专注某一种产品的生产，各工厂之相互依存度高；技术与观念在组织之间转移；同时响应来自国家利益、地区要求以及全球化的压力；上游及下游的价值活动均具有竞争优势。,question,DrawafiguretoillustrateInternational;multinational;globalandtransnationalorganizationinfunctiondistribution;informationtransferring.,financial,manufacturing,marketing,decision,R&D,Headquarter,subsidiary,informationtransferring,financial,manufacturing,marketing,decision,R&D,multinational,global,international,?,transnational,PreparingforChap5,Howmanyorganizationalstructuredoyouknow?WhatkindofMNCstrategydoesitmatch?Accordingtoyou,whatkindofstructurecansupporttransnationalstrategy?TraitsoftransnationalorganizationResourcesallocationDelegationofdecisionmakingRelationshipofheadquarterandsubsidiaryControlandcoordinatesystem,Casestudy,Readcase4-1:Philips1998(p355-363)Discussthefollowingquestions:HowdidPhilipsbecometheleadingconsumerelectronicscompanyintheworldinthepostwarera?Whatdistinctivecompetencedidtheybuild?Whatarethedistin