国际商务策略竞争分析英文

1、Competitive strategies: Global vs. local Professor Daniel F. Spulber1Global competitive strategiesThe G5Platform strategyNetwork Strategy Intermediary strategyEntrepreneur strategyInvestment strategy2 Home, supplier, partner, and customer countries of competitors differences as sources of competitiv

2、e advantage Differences in global value connection Differences in products, brand, technology Differences in impacts of political, legal and regulatory climate trade agreements, home country policiesDesign global competitive strategies for competitive advantageGlobal competitive strategies3Global co

3、mpetitive strategiesCompetitive advantage must be relative to both global and local competitors:Unilever in US: Breyers, Ben and Jerrys, Good Humor, Klondike, PopsicleNestl in US: DreyersThe great ice cream battle4 Gujarat Cooperative Milk Marketing Federation (GCMMF): Indias largest food products m

4、arketing organization. Two million farmers in the cooperative Slogan: “A taste of India” PRICE: 10 rupees (20 cents): 100 milliliter Amul ice cream versus80 milliliter Hindustan Lever Kwality Wall vanilla ice cream ADVERTISING COSTS: Amul: 1% of sales versusHindustan Lever: 10-15% of sales on advert

5、isingUNILEVER in India Kwality WallHindustan Lever faces successful local competitor5Umbrella brands:Nestl products in the super-market.Some products carry both global brand and local brand.6Global platform strategyThe global challengeGlobal market size: standardizationLocal differentiation: customi

6、zationStrategy: Determine best combination of global and local activities for competitive advantage7Forces calling for global products (standardization): Convergence in customer preferences and income across target countries with economic development and trade Competition from successful global prod

7、ucts International brand awareness Cost benefits from standardization Falling costs of trade with greater globalizationGlobal platform strategy8Forces calling for local products (customization): Differences in customer preferences and income across target countries Build local brand recognition Comp

8、etition from successful domestic products Regulatory requirements (quality, safety, technical specifications, domestic content) - EU product standards High costs of trade create separate marketsGlobal platform strategy9Global platform strategyReduces development and production costs Used in automobi

9、les, mobile phones, computers, aircraftExample: Cost per product (development and mfg): $80Cost of basic platform development: $100Cost of each variation (development and production): $50Use platform when serving four or more customer country markets: Compare costs of serving four markets:Distinct p

10、roducts: 4 x $80 = $320Platform and 4 variations $100 + 4 x $50 = $300 * 10Business sells 10 units each in Country A and in Country F Unit costs economies of scale Two local products at 10 units each $ 30/unit Global product at 20 units$ 20/unit Price company can charge per unit:Global product: $80/

11、unit in each country Two local products: $95/unit in each country Global versus regional product:Tailoring brings $ 5 more earnings per unit Profit greater by $ 100Improve tradeoff with platforms and flexible factories to realize economies of scope (mass customization)Global platform strategyProduct

12、 variety versus economies of scale11Global platform strategyInternational business managers make decisions about what should be global versus local: Products Technology and inputs Manufacturing Brands Marketing DistributionExample: Wal-Mart must compete with both international players such as Carref

13、our and local retailers12Global platform strategy Local brand positioning of a global brand and global product Corona sells the same beer, produced in 8 plants in Mexico, all over the world Advertising adapts to target countries: begins as a working class beer in Mexico, becomes a high quality impor

14、t in most other countries. Marketing adapts to local markets Corona coordinates internationally through its subsidiaries13Global platform strategy Most products are local and not branded. For example: in food sector Nestle estimates that only 1 % of all goods in food markets are branded Increasing n

15、umber of international brands, Corona, Nestl, Sony Increasing brand variations: BMW 3-series (1990s): More than 1 million varieties can be ordered Local distribution and marketingExample: McDonalds, Coca-Cola: Global brand, some local product tailoring, reliance on local distribution Local technolog

16、y, production, customer serviceAcer computer company14Global network strategy Create network of customers, suppliers, partners Use network to achieve global size and reach Use network to provide local customization Network relationships generate competitive advantage15The international business cont

17、ributes value by creating an international network: Recall Li & FungNetworks can consist of informal business relationships or more formal contractual relationshipsNetworks facilitate coordination of sourcing and servingNetwork replaces n m links withm + n links (hub and spoke network)BuyersSell

18、ers12 links7 linksGlobal network strategy16Global network strategyPhysical networks: Communications: Wired and mobile telephone systems Internet Transportation: Railroads, Airlines, Shipping, Intermodal systems Energy: Oil and natural gas pipelines, Electric power transmission and distribution Logis

19、tics: Postal systems, Wholesale and retail distributionBusiness networks:Manufacturing, services, distribution, technology, social networks (trust and information sharing)17Global network strategy: The global factory Hong Kong manufacturers own or contract with more than 40,000 factories in South Ch

20、ina employing four million workers To take advantage of specialized sources in different countries - best quality To take advantage of cost variations across countries - least cost sources To take advantage of location - minimize transport-costs, transaction costs, and tariffs18 Examples: Dairy Farm

21、, Shell, Zara Growth: access to additional customers Develop global brands Coordination economies from centralized regional warehouses and production facilities Provide access to sourcing network Enhances value of supplier contacts by expansion of distribution Lower transaction costs for suppliers w

22、ho deal with fewer distributors Lower risk from pooling demand fluctuationsGlobal network strategy: The global store19Global network strategy Network effects: Number of members can affect the value of most of existing links Architecture: Structure of the network affects costs and performance (hub-an

23、d-spoke versus point-to-point) Companies should capture the value created by their network organizing activities Networks are mechanisms for delivering all kinds of services, such as entertainment and information, rather than physical products.“Access is becoming a potent conceptual tool for rethink

24、ing our world view as well as our economic view, making it the single most powerful metaphor of the coming age.” Jeremy Rivkin The Age of Access 20Global network strategyPartner networks Achieve global scale Members focus on their region Reduce competition by avoiding duplication of facilities and o

25、perations Avoid government restrictions on ownership and market dominance Technology standard setting Complements in production Complements in demand (game players and games)21Global network strategyPartner networks: Global reachBritish Airways / American Airlines Provide 60% of all transatlantic se

26、rvices Alliance that Revolves Around You ONEWORLD members: Iberia, Cathay Pacific, Quantas, Finnair, Aer Lingus, Lan Airlines (Chile) The airlines cooperate on scheduling and ticketing, frequent flyer programs, airport clubs, baggage handling, customer service Competitive response to the STAR ALLIAN

27、CE from United, Lufthansa, SAS, Air Canada and Thai Airways (210,000 Employees, flights to 578 cities in 106 countries) 600 destinations in 135 countries around the world, operating over 8000 flights daily, 230 million passengers/year22Global network strategyPartner networks: Technology standardsMob

28、ile phone operating system: Owners23Global network strategyPartner networks: Technology standardsMobile phone operating system: Licensees24Global network strategyPartner networks: Technology standards Software licensing company Open- standard operating system First open Symbian OS phone (in 2001): N

29、okia 9210 Communicator About 85% market share Standard-setting network25Global network strategyFranchise networksAdvantages Rapid international growth Local ownership Local management Lower capital outlaysDisadvantages Search cost of finding franchise owners overseas Costs of monitoring performance

30、across borders Transaction costs of forming franchise contracts in other country remains26MatchmakerBrings buyers and sellers together across international bordersMarket makerCreates and operates markets that cross international bordersAgentProvide representation in other countriesGlobal intermediar

31、y strategy27Global intermediary strategyMatchmaker Bridge international differences in goods and services, business practices, law and regulations, currencies, languages, time zones Provide value-added activities Representative agents in sales, distribution, purchasing, financing, contracting, and s

32、upply chain managers Match offers to buyer and seller needs: product features, location, time. Avoids costs of search for buyers and sellers Reduces buyer and seller risks from dealing with few trading partners, 28Global intermediary strategyMatchmakerLanguage: Seller speaks Chinese, buyer speaks Sp

33、anish, intermediary speaks bothCurrency: Seller wants pesos, buyer has dollars, intermediary changes dollars to pesosDistance: Seller is in Thailand, buyer is in Brazil, intermediary arranges transportationTrust: Buyer and seller both trust the intermediary without having dealt directly with each ot

34、herTime: Seller is in Japan, buyer is in Mexico, intermediary operates in both time zonesKnowledge: Seller in Germany knows production technology, buyer in US knows preferences of US customers, intermediary combines knowledge of supply and demand across bordersCulture: Seller and buyer are in differ

35、ent countries, intermediary adapts products, services, contract terms and negotiation to diverse social customs29Mitsui“Our first core competence is facilitating international trade with innovative services tailored to client needs”30Mitsui“Our second core competence is working with our global clien

36、tele to create new trade flows and new business”31Mitsui“Distributor of goods and services; Transfer agent for technology; Financier, Investor; Project organizer; Market developer; Resource developer; Well-informed consultant and business partner.”Mitsui32Mitsui is in top 15 of Fortune Global 50033G

37、lobal intermediary strategyBeating bypass competitionTradeCountry HTransaction cost TServeCountry ASourceCountry BBypass competitionTransaction cost T*Transaction strategy offers innovative transactions Your costs of trade T must be less than competitor costs of trade T*Example:Li & Fung34Global

38、 intermediary strategyMarket maker Cemex Mittal Cargill BP Amoco eBayThe global market maker aggregates demand across countries and aggregates supply across countries35Ingram Micro: the leading international wholesaler of technology products and services Wholesales 280,000 computer hardware and soft

39、ware products think of number of prices! Sources in US and many other countries from 1,700 manufacturers Serves 175,000 resellers in more than 100 countries Serves through operations and affiliates in 35 countries Establishes prices, coordinates sales and purchases, clears the market, allocates prod

40、uctsGlobal intermediary strategyMarket maker36Global intermediary strategyMarket maker Creates and operates international markets Chooses prices, conveys information Adjusts sourcing and serving to clear markets avoids efficiency losses from market imbalances Provides immediacy: ready to buy and sel

41、l Allocates goods and services across countries Gathers and aggregates information about customers and suppliers on an international level, inventories, orders, and production Applies IT to international coordination Earns returns from international risk pooling37Global intermediary strategyAgents E

42、xport Marketing Company (EMC) represents sellers, can be broker or dealer, bears risks, arranges resale, transportation, credit Export Trading Company (ETC) represents buyers, handles imports, usually takes title to goods Act as international agent: provide expertise in negotiation, market knowledge Provide trust to buyers and sellers Allows principal to delegate authority for distant transactions Provides market expertise, often to smaller firms38G