国际化策略英文课件

InternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter81©2003SouthwesternPublishingCompanyInternationalStrategyMichaelStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2StrategyImplementationChapterExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry3ExportingInternationalbusinesBetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes4BetterperformanceInnovationOpInternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket5InternationalStrategyLifeCyMotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators6MotivationsforInternationalMotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy7MotivationsforInternationalInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry8InternationalBusiness-LevelS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9生產要素-母國的營運環境是競爭優勢最重要的根基PorterInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce10InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:

characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries11InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers12InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems13InternationalBusiness-LevelSInternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy14InternationalCorporate-LevelInternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits15InternationalCorporate-LevelMultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope16MultidomesticInternationalCorInternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)17InternationalCorporate-LevelTransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage18TransnationalInternationalCorTypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode19TypeofEntryCharacteristicsEx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20國際性差異化策略國際化低成本策略事業層國際化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirm’sreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns21StrategicCompetitivenessOutc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22國際化整合低成本／差異化策略國際化集中策略事業層國際化策略2StrategicCompetitivenessOutcomes:InnovationInternationaldiversificationandinnovation:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketspotentiallygreaterreturnsoninnovations(largermarkets)generateadditionalresourcesforinvestmentininnovationexposedtonewproductsandprocessesininternationalmarkets,generatesadditionalknowledgeleadingtoinnovations23StrategicCompetitivenessOutcRisksinanInternationalEnvironmentPoliticalRisksEconomicRisksPoliticalrisksincludeinstabilityinnationalgovernmentswar,bothcivilandinternationalpotentialnationalizationofafirm’sresourcesPoliticalRisks24RisksinanInternationalEnviRisksinanInternationalEnvironmentEconomicRisksEconomicrisksareinterdependentwithpolitical

risksandincludedifferencesandfluctuationsinthevalueofdifferentcurrenciesdifferencesinprevailingwageratesdifficultiesinenforcingpropertyrightsunemploymentPoliticalRisks25RisksinanInternationalEnviLimitstoInternationalExpansion:ManagementProblemsCostofcoordinationacrossdiversegeographicalbusinessunitsInstitutionalandculturalbarriersUnderstandingstrategicintentofcompetitorsTheoverallcomplexityofcompetition26LimitstoInternationalExpansInternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter827©2003SouthwesternPublishingCompanyInternationalStrategyMichaelStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies28StrategyImplementationChapterExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry29ExportingInternationalbusinesBetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes30BetterperformanceInnovationOpInternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket31InternationalStrategyLifeCyMotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators32MotivationsforInternationalMotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy33MotivationsforInternationalInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry34InternationalBusiness-LevelS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35生產要素-母國的營運環境是競爭優勢最重要的根基PorterInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce36InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:

characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries37InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers38InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems39InternationalBusiness-LevelSInternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy40InternationalCorporate-LevelInternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits41InternationalCorporate-LevelMultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope42MultidomesticInternationalCorInternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)43InternationalCorporate-LevelTransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage44TransnationalInternationalCorTypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode45TypeofEntryCharacteristicsEx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46國際性差異化策略國際化低成本策略事業層國際化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:

firmexpandsthesalesofitsgoodsorservicesacro