国际企业的战略管理

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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4.1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) Pressuresfor

GlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressuresStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedFederation -Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl -InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality -ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-Managementseesoverseasoperationsas deliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989TransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexico4.2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4.3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FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活动)upstreamactivities:R&D,manufacturingdownstreamactivities:marketing,sales,aftersalesserviceSupport(支持活动)infrastructure(generalandadministrative)humanresourcesresearchanddevelopmentInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMargin4.4国际战略联盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4.1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DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.2国际战略联盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.3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-协调管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.5蓝海战略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcreation:Differentfromlowcost,differentiation,orfocus4.5.1Valueinnovation:thefoundationCostBuyer’svalue4.5.2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4.5.3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.V