国际化策略(PPT 26页)2.ppt

2003SouthwesternPublishingCompany,1,InternationalStrategy,MichaelA.HittR.DuaneIrelandRobertE.Hoskisson,Chapter8,2,StrategyImplementation,Chapter11OrganizationalStructureandControls,Chapter10CorporateGovernance,Chapter12StrategicLeadership,StrategyFormulation,StrategicCompetitivenessAbove-AverageReturns,StrategicIntentStrategicMission,Chapter2TheExternalEnvironment,Chapter3TheInternalEnvironment,TheStrategicManagementProcess,Feedback,StrategicInputs,StrategicActions,Chapter13StrategicEntrepreneurship,StrategicOutcomes,Chapter6Corporate-LevelStrategy,Chapter5CompetitiveRivalryandCompetitiveDynamics,Chapter8InternationalStrategy,Chapter4Business-LevelStrategy,Chapter7AcquisitionandRestructuringStrategies,3,ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiary,Internationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategy,OpportunitiesandOutcomesofInternationalStrategy,IncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocation,IdentifyInternationalOpportunities,ExploreResourcesandCapabilities,UseCoreCompetence,InternationalStrategies,ModesofEntry,4,Betterperformance,Innovation,OpportunitiesandOutcomesofInternationalStrategy:Continued,ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiary,UseCoreCompetence,ModesofEntry,StrategicCompetitivenessOutcomes,5,InternationalStrategyLifeCycle,SellingProductsorServicesOutsideaFirmsDomesticMarket,6,MotivationsforInternationalExpansion,IncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators,7,MotivationsforInternationalExpansion,EconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&DordistributioncanspreadcostsoveralargersalesbaseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:,RawmaterialsLowercostlabor,KeycustomersEnergy,8,InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantage,9,生產要素基本要素土地、勞工進階要素數位通訊系統高等教育勞動力一般性要素高速公路系統、資本供應專門性要素特殊產業技術人才,-,母國的營運環境是競爭優勢最重要的根基,Porter國家優勢的決定因素,需求狀態母國市場的購買者對特定產業的產品或服務需求的性質與規模,相關與支援性產業-日本：照相機與影印機-義大利：皮革與鞋業,企業的策略、結構與對手因國而異,鑽石模式,10,InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantage,Factorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce,11,InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantage,Demandconditions:characterizedbythenatureandsizeofbuyersneedsinthehomemarketfortheindustrysgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries,12,InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantage,Relatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers,13,InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantage,Firmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems,14,InternationalCorporate-LevelStrategy,NeedforLocalResponsiveness,NeedforGlobalIntegration,Low,High,Low,High,15,InternationalCorporate-LevelStrategy,Typeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits,16,InternationalCorporate-LevelStrategy:MultidomesticStrategy,Strategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope,17,InternationalCorporate-LevelStrategy:GlobalStrategy,ProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage),18,InternationalCorporate-LevelStrategy:TransnationalStrategy,SeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage,19,TypeofEntry,Characteristics,Exporting,Highcost,lowcontrol,Licensing,Lowcost,lowrisk,littlecontrol,lowreturns,Strategicalliances,Sharedcosts,sharedresources,sharedrisks,problemsofintegration,Acquisition,Quickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperations,Newwhollyownedsubsidiary,Complex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturns,GlobalMarketEntry:ChoiceofEntryMode,20,國際性差異化策略一個擁有先進與特殊生產要素的國家，有可能發展此種策略日本、德國、美國,國際化低成本策略企業通常將營運活動集中於母國產品出口至國外市場將低附加價值的作業外包至其他國家保留高附加價值的作業在母國,事業層國際化策略,21,StrategicCompetitivenessOutcomes:Returns,Internationaldiversificationandreturns:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirmsreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns,22,國際化整合低成本差異化策略因為市場與競爭者的多元性，所以整合策略是全球市場上最有效的策略整合策略的執行依賴彈性製造系統企業內與企業間的資訊網路全面品質管理來,國際化集中策略許多企業在進軍國際時仍繼續以小規模的市場利基為焦點義大利的磁磚業,事業層國際化策略,23,StrategicCompetitivenessOutcomes:Innovation,Internationaldiversificationandinnovation:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketspotentiallygreaterreturnsoninnovations(largermarkets)generateadditionalresourcesforinvestmentininnovationexposedtonewproductsandprocessesininternationalmarkets,generat