Strategic-Market-Management-Global-Strategies课件讲义整理

StrategicMarketManagementGlobalPerspectivesDavidA.AakerandDamienMcLoughlinISBN:978-0-470-68975-2/college/aaker©Copyright2010JohnWiley&SonsLtd1StrategicMarketManagementGlChapterThirteenGlobalStrategiesChapterThirteen“Ithasbeensaidthatarguingagainstglobalisationislikearguingagainstthelawsofgravity.”KofiAnnan“Ithasbeensaidthatarguing“Apowerfulforcedrivestheworldtowardaconvergingcommonality,andthatforceistechnology…Theresultisacommercialreality-theemergenceofglobalmarketsforstandardizedconsumerproductsonapreviouslyunimaginedscaleofmagnitude”TheodoreLevitt“Apowerfulforcedrivesthew“Myventuresarenotinonebottomtrusted,nortooneplace.”WilliamShakespeare,TheMerchantofVenice“MyventuresarenotinoneboAGlobalStrategyGlobalperspectivetorealizeSynergiesEconomiesofscaleStrategicflexibilityOpportunitiestoleverageinsights,programsandproductioneconomiesAGlobalStrategyGlobalperspeChapter13-GlobalStrategiesPPT13-7GlobalBrandAssociationsAccessLow-CostLabor/MaterialsAccessNationalInvestmentIncentivesCross-SubsidizationAccessStrategicallyImportantMarketsDodgeTradeBarriersObtainingScaleEconomiesFigure13.1GlobalStrategyMotivationsGlobalStrategiesChapter13-GlobalStrategiesStandardizationLeveragegreatbrandingandmarketingEconomiesofscaleBetterresourcesareavailableEasiertomanagebrandsStandardizationLeveragegreatStandardizationNotAlwaysOptimalMarketsharepositionsGovernmentcontextsBrandimagesCustomertrendsDistributionchannelsSocialandEconomicstagesLocalheritagePreemptedpositionCustomerresponsesStandardizationNotAlwaysOptGoalisNotstandardizationbutStrongbrandsGlobalbrandmanagementtocreateglobalstrategiesGoalisExpandingtheGlobalFootprintAstrongcoreRepeatableformulaCustomerdifferentiationthattravelsIndustryeconomicsExpandingtheGlobalFootprintWhichCountries?Isthemarketattractiveintermsofsizeandgrowth?Canthefirmaddvalue?Competitionintensity?Canbusinessmodelbeimplementedabroad?Aretherepoliticaluncertaintiesthatwilladdrisk?Criticalmassbeachieved?WhichCountries?IsthemarketChapter13-GlobalStrategiesPPT13-13StrategicAlliancesMotivationsforStrategicAlliancesGeneratescaleeconomiesGainaccesstostrategicmarketsOvercometradebarriersFilloutaproductlinetoservemarketnichesGainaccesstoaneededtechnologyUseexcesscapacityGainaccesstolow-costmanufacturingcapabilitiesAccessanameorcustomerrelationshipReducetheinvestmentrequiredChapter13-GlobalStrategiesChapter13-GlobalStrategiesPPT13-14Aglobalstrategyconsidersandexploitsinterdependenciesbetweenoperationsindifferentcountries.Amongthemotivationsdrivingglobalizationareobtainingscaleeconomies,accessinglow-costlaborormaterials,takingadvantageofnationalincentivestocross-subsidize,dodgingtradebarriers,accessingstrategicmarkets,enhancingfirminnovation,andcreatingglobalassociations.Companiessuccessfulatexpandingtheirglobalfootprintusuallyhadastrongcoremarket,arepeatableexpansionformula,customerdifferentiationthattravels,andanunderstandingoflocalvs.globalscale.Theselectionofacountrytoentershouldinvolveanalysisoftheattractivenessofthemarketandtheabilityofthefirmtosucceedinthatmarket.KeyLearningsChapter13-GlobalStrategiesKeyLearningsStrategicalliances(long-termcollaborationleveragingthestrengthsoftwoormoreorganisationstoachievestrategicgoals)canenableanorganisationtoovercomealackofakeysuccessfactor,suchasdistributionormanufacturingexpertise.Akeytothelong-termsuccessofstrategicalliancesisthateachpartnercontributeassetsandcompetenciesove