跨国公司战略

1、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

2、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&D investment,and shortening product life cy

3、cles规模经济，膨胀的研发投资，缩短产品生命周期Global scanning and learning capability全球的识别和学习能力Competitive positioning获得竞争地位1.3国际化的方式：前提条件和进程The means of internationalization:prerequisites and processesPrerequisites for internationalization 前提条件 Organizing capabilities 组织能力strategic competencies战略能力 Motivation 动因 The Pr

4、ocess of internationalization 进程Market Knowledge Commitment DecisionsMarket Commitment Current Activities1.4意识化的进程：国际化到跨国化（The Evolving Mentality：International to Transnational)国际化（International Mentality） 多元化（Multinational Mentality）全球化（Global Mentality） 跨国化（Transnational Mentality ）第三章3.1全球竞争优势：目标

5、和方法（worldwide competitive advantage:goals and means ） 1. 目标：效率、灵活性、学习 （The Goals:Efficiency 、Flexibility、Learning） 全球化效率Global Efficiency: 多国化的灵活性Multinational Flexibility 世界范围的学习 Worldwide Learning1）全球化的效率Global Efficiency: 跨国公司投入产出系统 MNEinput-output system 跨国公司的总体效率=产出价值/投入价值 Efficiency of MNE=val

6、ue of output/value of input P65 一体化与响应能力框架 The integrationResponsiveness FrameworkToyota丰田 Ford福特 Fiat菲亚特 消费电子产品 电子交换产品Consumer electronics Telecom,switching 水泥 包装食品 Cement packaged foods 汽车 automobiles 全球一体化效益 Efficiency benefits From global integration 国别响应的差异化效益 Differentiation benefits from nati

7、onal responsiveness2）多国化的灵活性Multinational Flexibility：四种重要的风险：Four important risks:宏观经济风险macroeconomic risks 政治风险 political risks竞争风险 competitive risks 资源风险 resource risks3）世界范围的学习Worldwide Learning2、方式： The Means:国家差异 National Differences 规模经济 Scale Economies范围经济 Scope Economies3.2多国的、国际的、全球的和跨国的经营

8、战略（Multinational、International、Global and Transnational Strategy）1.多国化战略 Multinational Strategy 国际化战略 International Strategy 全球化战略 Global Strategy 跨国化战略 Transnational Strategy1）多国化战略Multinational Strategy通过（响应）国家差异的方式实现多种战略国际Primarily on one means (national differences)to achieve most of its strateg

9、ic objectives.问题：缺乏效率、不能开发别国的知识和竞争力Problems of inefficiencies and inability to exploit the knowledge and competencies of other national units2）国际化战略International Strategy通过各种方式实现创造和开发世界范围的创新的战略目标Focus on creating and exploiting innovations on a worldwide basis,using all the different means问题：缺乏效率和灵活

10、性Deficiencies of both efficiency and flexibility3）全球化战略Global Strategy通过各种方式实现全球化效率的战略目标Focus on developing global efficiency by all the different means 问题：缺乏灵活性和学习能力Compromises of both flexibility and learning4）跨国化战略Transnational Strategy通过开发每一种战略目标方式的组合发展梯级的竞争优势，同时实现效率、灵活性和学习能力Focusing on exploiti

11、ng each and every goalsmeans combination to develop layers of competitive advantage by exploiting efficiency,flexibility,and learning simultaneously发展更为复杂和分化的资产和能力设置Develop a more sophisticated and differentiated configuration of assets capabilities3.3全球竞争优势：战略任务（worldwide competitive advantage：The

12、strategic tasks）保护世界范围的优势 Defending worldwide dominance 挑战全球领导者 Challenging the global leader 保护国内市场 Protecting domestic niches1）保护世界范围的优势Defending worldwide dominance在保护现有竞争优势和建立新竞争优势中应遵循的两个原则：Two fairly simple principles in balancing act of protecting existing advantages while building new ones re

13、quired companies to follow:对保护和加强现有资产和能力要像对发展新资产和能力一样进行集中投入Concentrate at least as much on defending and reinforcing their existing assets and capabilities as on developing new ones.寻求途径弥补自身不足或接近竞争对手的优势来源，而不是模仿对手的资产和能力的配置Looked for ways to compensate for their deficiency or approximate a competitor&

14、#39;s source of advantage,rather than trying to imitate asset structure or task configuration2）挑战全球领导者Challenging the global leader逐步建立竞争地位：Stepbystep approach to building competitive position:通过集中于细分市场进入市场Developed an initial toehold in the market by focusing on a narrow niche通过扩展产品和地理位置立足市场Expande

15、d their toehold to a foothold by limited and carefully selected expansion along both product and geographic dimensions从低姿态的市场地位转化为国际市场上强大的长久地位Convert its lowprofile foothold into a strong permanent position in the worldwide business3）保护国内市场Protecting domestic niches三种可选择的行动方式：Three alternative cours

16、es of action;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

17、：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 Wellss International Structural Stages Model (Stopford和Wells国际结构阶段模型)跨国经营的产品的品种效益（Foreign Product Diversity)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 Int

18、ernational 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 repor

19、ting 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 managemen

20、t 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Coordinated Federation 协调联盟模式 Many assets and resources Decentralized but controlledFrom 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

21、的管理；知识流；母公司的技术和专长在各地被采用Corporate management treats subsidiariesAs 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 flow

22、s: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 busin

23、ess 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,people,and informati

24、on 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 interdep

25、endent 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）socializ

26、ation 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Product policy产品策略Advertising广告Pricing 定价Distribution 分

27、销Promotion促销Research研制Product development产品开发Manufacturing制造Sales销售Chemicals化学产品Personal products个人产品Packaged foods包装食品 Businesses业务 Functions功能 Tasks任务High高Detergents清洗剂Marketing营销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

28、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 responsibilities2）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）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

29、（Physiology:organizations systems and decision processes1）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

30、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 PsychologyPsychology:organizations culture and management mental心理机制：组织的文化和管理意识。Three important t

31、ools (影响组织心理的)三种方法1）Clear,shared understanding of the companys 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）Companys 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 Tr

32、aditional 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

33、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）Rede

34、finition 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 Innovation1、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 an

35、d capabilities of parent company were brought in to create new product or process in the main RD 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。 Subsidiariesrole 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

36、 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

37、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 differen

38、t 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 Effective1. Gaining subsidiary Input: Multiple Linkage 获得子公司输入：多重联系2Responding to National Needs: Market M

39、echanisms 响应东道国需求：市场机制3Managing 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 decisionMaking processes整合子公司功能 Integrating subsidiary functions5.4使跨国创新模式可行Makin

40、g Transnational Processes feasible1. 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 coordination2. 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 man

41、aged 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 centr

42、alized 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 coope

43、ration 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 decisionmaking and conflict resolution forums4. 从一维控制到差异化协调 From unidimensional control to differentia

44、ted coordination5.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 knowledge5.1.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Coordinatio

45、n of the flow of goods can be managed through formalized management process5.2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 m

46、anagement process5.3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 6Engagji

47、nbg 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？)1Technology 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

48、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。O

49、rganizational 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 Org

50、anzational 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

51、 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 buildi

52、ng 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

53、 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 Management1. 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 config

54、uration 跨国协调者 Crossborder coordinator 7.2全球管理职能Worldwide functional management1.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 office