国际化策略(ppt 26页).ppt

1、2003 Southwestern Publishing Company,1,International Strategy,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 8,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy Formulation,Strategic Compe

2、titiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Chapter 13 Strategic Entrepreneurship,Strategic Outcomes,Chapter 6 Corporate- Level S

3、trategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary,International business-level s

4、trategy Multidomestic strategy Global strategy Transnational strategy,Opportunities and Outcomes of International Strategy,Increased market size Return on investment Economies of scale and learning Advantage in location,Identify International Opportunities,Explore Resources and Capabilities,Use Core

5、 Competence,International Strategies,Modes of Entry,4,Better performance,Innovation,Opportunities and Outcomes of International Strategy: Continued,Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary,Use Core Competence,Modes of Entry,Strategic Competitiveness Outc

6、omes,5,International Strategy Life Cycle,Selling Products or Services Outside a Firms Domestic Market,6,Motivations for International Expansion,Increase Market Share domestic market may lack the size to support efficient scale manufacturing facilities Return on Investment large investment projects m

7、ay require global markets to justify the capital outlays weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators,7,Motivations for International Expansion,Economies of Scale or Learning expanding size or scope of markets helps to achie

8、ve economies of scale in manufacturing as well as marketing, R & D or distribution can spread costs over a larger sales base increase profit per unit Location Advantages low cost markets may aid in developing competitive advantage may achieve better access to:,Raw materials Lower cost labor,Key cust

9、omers Energy,8,International Business-Level Strategy: Determinants of National Advantage,9,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,10,Internatio

10、nal Business-Level Strategy: Determinants of National Advantage,Factors of production: the inputs necessary to compete in any industry labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication systems and educ

11、ated workforce,11,International Business-Level Strategy: Determinants of National Advantage,Demand conditions: characterized by the nature and size of buyers needs in the home market for the industrys goods or services size of market segment can lead to scale-efficient facilities efficiency can lead

12、 to domination of the industry in other countries specialized demand may create opportunities beyond national boundaries,12,International Business-Level Strategy: Determinants of National Advantage,Related and supporting industries: supporting services, facilities, suppliers and so on support in des

13、ign support in distribution related industries as suppliers and buyers,13,International Business-Level Strategy: Determinants of National Advantage,Firm strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms common technical training methodological product and

14、process improvement cooperative and competitive systems,14,International Corporate-Level Strategy,Need for Local Responsiveness,Need for Global Integration,Low,High,Low,High,15,International Corporate-Level Strategy,Type of corporate strategy selected will have an impact on the selection and impleme

15、ntation of the business-level strategies Some corporate strategies provide individual country units with flexibility to choose their own strategies Others dictate business-level strategies from the home office and coordinate resource sharing across units,16,International Corporate-Level Strategy: Mu

16、ltidomestic Strategy,Strategy and operating decisions are decentralized to strategic business units (SBU) in each country Products and services are tailored to local markets Business units in one country are independent of each other Assumes markets differ by country or regions Focus on competition

17、in each market Prominent strategy among European firms due to broad variety of cultures and markets in Europe,17,International Corporate-Level Strategy: Global Strategy,Products are standardized across national markets Decisions regarding business-level strategies are centralized in the home office

18、Strategic business units (SBU) are assumed to be interdependent Emphasizes economies of scale Often lacks responsiveness to local markets Requires resource sharing and coordination across borders (which also makes it difficult to manage),18,International Corporate-Level Strategy: Transnational Strat

19、egy,Seeks to achieve both global efficiency and local responsiveness Difficult to achieve because of simultaneous requirements strong central control and coordination to achieve efficiency decentralization to achieve local market responsiveness Must pursue organizational learning to achieve competit

20、ive advantage,19,Type of Entry,Characteristics,Exporting,High cost, low control,Licensing,Low cost, low risk, little control, low returns,Strategic alliances,Shared costs, shared resources, shared risks, problems of integration,Acquisition,Quick access to new market, high cost, complex negotiations,

21、 problems of merging with domestic operations,New wholly owned subsidiary,Complex, often costly, time consuming, high risk, maximum control, potential above-average returns,Global Market Entry: Choice of Entry Mode,20,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

22、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,21,Strategic Competitiveness Outcomes: Returns,International diversification and returns: firm expands the sales of its goods or services across the borders of global regions and countries into different geographic locations or markets may increase a firms returns su

23、ch firms usually achieve the most positive stock returns firm may achieve economies of scale and experience, location advantages, increased market size and opportunity to stabilize returns,22,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

24、的市場利基為焦點 義大利的磁磚業,事業層國際化策略,23,Strategic Competitiveness Outcomes: Innovation,International diversification and innovation: firm expands the sales of its goods or services across the borders of global regions and countries into different geographic locations or markets potentially greater returns on innovations (larger markets) generate additional resources for investment in innovation exposed to new products and processes in international markets, gener