国际企业的战略决策与管理课件

4.

国际企业的战略管理Strategy:

“theactionmanagerstaketoattainthegoalsofafirm”Generalpurpose:maximize/makeprofitDifferentiateproducts,increaseprice:addvalue,features,quality,serviceAchievelowcostKeymeans:allocationofscarceresourcestoattaingoalsOpeningcase:MTV4.

国际企业的战略管理Strategy:

“theac4.

国际企业的战略管理战略决策与管理国际成长战略国际竞争战略国际战略联盟蓝海战略4.

国际企业的战略管理战略决策与管理4.1战略决策与管理Benefitsofglobalexpansions:Earngreaterreturnfromdistinctiveskills,corecompetencesinimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies(choiceofFDIlocation)createmultinationalnetworkofactivities(globalweb)Realizegreaterexperiencecurveeconomies,whichreducethecostofvaluecreationlearningeffects,economiesofscale4.1战略决策与管理Benefitsofglobal4.1战略决策与管理4methodsofglobalstrategy:International(McDonald’s,Wal-mart,Microsoft,P&G,etc)Multi-domestic(PhilipsNV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(corecompetenceleveraging&transferring:Caterpillar,Unilever,MTV)4.1战略决策与管理4methodsofglobal Pressuresfor

GlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressures Pressuresfor

GlobalIntegStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresStrategicChoiceHighHighLowLowInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989InternationalMNCCoordinatedMultidomesticMNCDecentralizedFederation -Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl -InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality -ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedGlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-Managementseesoverseasoperationsas deliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSATransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexicoTransnationalMNCUKChileIndiaJ4.2国际成长战略密集型成长:市场渗透.市场开发,产品开发一体化成长:前一体化,后一体化,水平一体化多样化成长:同心多样化,水平多样化,综合多样化4.2国际成长战略密集型成长:市场渗透.市场开发,产品开4.3国际竞争战略Porter’scompetitivestrategy:Nationallevel:Diamond(4factors)Industrylevel:5ForcesCorporatelevel:ValueChain(价值链)4.3国际竞争战略Porter’scompetitive4.3国际竞争战略FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活动)upstreamactivities:R&D,manufacturingdownstreamactivities:marketing,sales,aftersalesserviceSupport(支持活动)infrastructure(generalandadministrative)humanresourcesresearchanddevelopment4.3国际竞争战略FirmasachainofdInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMarginInboundServicesMarketingoutbo4.4国际战略联盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4国际战略联盟Cooperativeagreement4.4.1国际战略联盟-优缺点AdvantagesFacilitateentryintoaforeigncountry(Motorola-Toshiba,1980s)Allowsharingoffixedcostsofnewproducts/processes(Boeinganditssuppliers)Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently(Thomson-JVC)Helpestablishindustrystandardsintechnology(Philips-Matsushita)Reduceoperatingcosts,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ)4.4.1国际战略联盟-优缺点Advantages4.4.1国际战略联盟-优缺点DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.1国际战略联盟-优缺点Disadvantages4.4.2国际战略联盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.2国际战略联盟-合作伙伴Asuitablepar4.4.3国际战略联盟-合作框架Protecttechnology/know-howthatisnotintendedtobetransferred(Boeing767)Drawasolidcontractwithsafeguardsagainstopportunism(TRW-Japaneseautocomponentssuppliers)Achieveequitablegainthroughagreedswapsoftechnologytheotherwants(licensing)Seekcreditable,clearlyarticulatedcommitmenttopartner“behavior”a-priori4.4.3国际战略联盟-合作框架Protecttechn4.4.3国际战略联盟-协调管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.4.3国际战略联盟-协调管理Showsensitiv4.5蓝海战略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcreation:Differentfromlowcost,differentiation,orfocus4.5蓝海战略W.ChanKim&ReneeM4.5.1Valueinnovation:thefoundationCostBuyer’svalue4.5.1Valueinnovation:thefo4.5.2蓝海战略与竞争(红海)战略竞争(红海)战略蓝海战略竞争于已有市场空间开创无人竞争的市场空间打败竞争对手甩脱竞争开发现有需求创造和获取新需求在价值与成本之间权衡取舍打破价值与成本之间权衡取舍按差异化或低成本的战略选择协调公司活动的全套系统为同时追求差异化和低成本协调公司活动的全套系统4.5.2蓝海战略与竞争(红海)战略竞争(红海)战略蓝海战4.5.3蓝海战略的分析工具和框架OpeningCase:CasellaWines(YellowTail)

战略布局图四步动作框架:

剔除-减少-增加-创造良好战略的三个特点:重点突出;另辟蹊径;令人信服的主题句研判价值曲线4.5.3蓝海战略的分析工具和框架OpeningCas减少:哪些元素的含量应该被减少到产业标准以下?剔除:哪些被产业认定为理所当然的元素需要剔除?创造:哪些产业从未有过的元素需要创造?增加:哪些因素的含量应该被增加到产业标准以上?新价值曲线减少:剔除:创造:增加:新价值4.5.5重建市场边界:六条路径跨越他择产业(Alternatives):Netjets,Easyjets跨越战略集团(StrategicGroup):Bentley,Lexus,Curves跨越买方链(Buyer’sChain):NovoPen,Bllomberg,SAP+Accenture跨越互补性产品和服务项目(Substitution):PhilipsKettle.Virgin跨越针对卖方的功能与情感导向:(快美发屋,Starbucks)跨越时间(Time),预测潮流:iTune,IBM4.5.5重建市场边界:六条路径跨越他择产业(Alte4.5.6超越现有需求关注非顾客,打开新的需求.非顾客的三个层次:第一层次:准非顾客:Pret第二层次:拒绝型非顾客:JCDecaux第三层次:未探知型非顾客:Lockhead

选最大的那一块4.5.6超越现有需求关注非顾客,打开新的需求.非顾客4.5.7合理的战略顺序买方效用:是否杰出:CDi价格:大众能否轻松接受:Swatch成本:能否达到:SAP-Accenture接受:障碍能否克服4.5.7合理的战略顺序买方效用:是否杰出:CDi4.5.8克服关键组织障碍关键组织障碍(Case:NYPoliceBureau,Braton):资源障碍-有限的资源:热点–

冷点–

互通有无认知障碍-沉迷于现状:与不满顾客会面政治障碍-来自强大的既得利益者的反对:谋士–

借助你的天使,让魔鬼闭嘴动力障碍:缺乏干劲的员工–

中央瓶–

鱼缸管理–

任务微型化4.5.8克服关键组织障碍关键组织障碍(Case:NY回顾与思考

联系实际,运用相关战略解释有关中国企业（除联想/海尔/TCL等以外）的国际化战略.推荐图书:《蓝海战略》(超越产业竞争开创全新市场)(BlueOceanStrategy:HowtoCreateUncontestedMarketSpaceandMakeCompetitionIrrelevant,byW.ChanKim&ReneeMauborgne)回顾与思考联系实际,运用相关战略解释有关中国企业（除联想4.

国际企业的战略管理Strategy:

“theactionmanagerstaketoattainthegoalsofafirm”Generalpurpose:maximize/makeprofitDifferentiateproducts,increaseprice:addvalue,features,quality,serviceAchievelowcostKeymeans:allocationofscarceresourcestoattaingoalsOpeningcase:MTV4.

国际企业的战略管理Strategy:

“theac4.

国际企业的战略管理战略决策与管理国际成长战略国际竞争战略国际战略联盟蓝海战略4.

国际企业的战略管理战略决策与管理4.1战略决策与管理Benefitsofglobalexpansions:Earngreaterreturnfromdistinctiveskills,corecompetencesinimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies(choiceofFDIlocation)createmultinationalnetworkofactivities(globalweb)Realizegreaterexperiencecurveeconomies,whichreducethecostofvaluecreationlearningeffects,economiesofscale4.1战略决策与管理Benefitsofglobal4.1战略决策与管理4methodsofglobalstrategy:International(McDonald’s,Wal-mart,Microsoft,P&G,etc)Multi-domestic(PhilipsNV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(corecompetenceleveraging&transferring:Caterpillar,Unilever,MTV)4.1战略决策与管理4methodsofglobal Pressuresfor

GlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressures Pressuresfor

GlobalIntegStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresStrategicChoiceHighHighLowLowInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989InternationalMNCCoordinatedMultidomesticMNCDecentralizedFederation -Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl -InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality -ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedGlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-Managementseesoverseasoperationsas deliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSATransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexicoTransnationalMNCUKChileIndiaJ4.2国际成长战略密集型成长:市场渗透.市场开发,产品开发一体化成长:前一体化,后一体化,水平一体化多样化成长:同心多样化,水平多样化,综合多样化4.2国际成长战略密集型成长:市场渗透.市场开发,产品开4.3国际竞争战略Porter’scompetitivestrategy:Nationallevel:Diamond(4factors)Industrylevel:5ForcesCorporatelevel:ValueChain(价值链)4.3国际竞争战略Porter’scompetitive4.3国际竞争战略FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活动)upstreamactivities:R&D,manufacturingdownstreamactivities:marketing,sales,aftersalesserviceSupport(支持活动)infrastructure(generalandadministrative)humanresourcesresearchanddevelopment4.3国际竞争战略FirmasachainofdInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMarginInboundServicesMarketingoutbo4.4国际战略联盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4国际战略联盟Cooperativeagreement4.4.1国际战略联盟-优缺点AdvantagesFacilitateentryintoaforeigncountry(Motorola-Toshiba,1980s)Allowsharingoffixedcostsofnewproducts/processes(Boeinganditssuppliers)Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently(Thomson-JVC)Helpestablishindustrystandardsintechnology(Philips-Matsushita)Reduceoperatingcosts,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ)4.4.1国际战略联盟-优缺点Advantages4.4.1国际战略联盟-优缺点DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.1国际战略联盟-优缺点Disadvantages4.4.2国际战略联盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.2国际战略联盟-合作伙伴Asuitablepar4.4.3国际战略联盟-合作框架Protecttechnology/know-howthatisnotintendedtobetransferred(Boeing767)Drawasolidcontractwithsafeguardsagainstopportunism(TRW-Japaneseautocomponentssuppliers)Achieveequitablegainthroughagreedswapsoftechnologytheotherwants(licensing)Seekcreditable,clearlyarticulatedcommitmenttopartner“behavior”a-priori4.4.3国际战略联盟-合作框架Protecttechn4.4.3国际战略联盟-协调管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.4.3国际战略联盟-协调管理Showsensitiv4.5蓝海战略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcreation:Differentfromlowcost,differentiation,orfocus4.5蓝海战略W.ChanKim&ReneeM4.5.1Valueinnovation:thefoundationCostBuyer’svalue4.5.1Value