International Strategy(英文版)(ppt 28页).PPT

1、,Chapter 8,International Strategy,International Strategy Opportunities and Outcomes,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,Strategic Competitiveness Outcomes,International Strategies,Modes of Entry,Increased Market Size,Return on Investment,Econom

2、ies of Scale and Learning,Location Advantage,International Business-Level Strategy,Multidomestic Strategy,Global Strategy,Transnational Strategy,Exporting,Establishment of New Subsidiary,Exporting,Strategic Alliances,Acquisition,Management Problems and Risk,Management Problems and Risk,Higher Perfor

3、mance Returns,Innovation,Selling Products or Services Outside a Firms Domestic Market,International Strategy Lifecycle,Example: Aircraft manufacturers Boeing or Airbus,Example: Japanese electronics or automobile manufacturers,Motivations for International Expansion,Motivations for International Expa

4、nsion,Economies of Scale or Learning,Expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R & D or distribution,Porters Determinants of National Advantage,Home Country of Origin Is Crucial to International Success,International Strategy Opport

5、unities and Outcomes,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,Strategic Competitiveness Outcomes,International Strategies,Modes of Entry,Increased Market Size,Return on Investment,Economies of Scale and Learning,Location Advantage,International Busi

6、ness-Level Strategy,Multidomestic Strategy,Global Strategy,Transnational Strategy,Exporting,Establishment of New Subsidiary,Exporting,Strategic Alliances,Acquisition,Management Problems and Risk,Management Problems and Risk,Higher Performance Returns,Innovation,International Differentiation,Countrie

7、s with advanced or specialized factor conditions most likely to use this strategy,Example: Japan, Germany, U.S.,International Low Cost,Business-Level International Strategies,International Focus Strategies,International Integrated Low Cost/Differentiation,Business-Level International Strategies,Glob

8、al Strategy,Transnational Strategy,Multi-Domestic Strategy,Corporate-Level International Strategies,Business units in each country are independent of each other,Assumes markets differ by country or regions,Focus on competition in each market,Prominent strategy among European firms due to broad varie

9、ty of cultures and markets in Europe,Strategy and operating decisions are decentralized to strategic business units (SBU) in each country,Products and services are tailored to local markets,Corporate-Level International Strategies,Products are standardized across national markets,Decisions regarding

10、 business-level strategies are centralized in the home office,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),

11、Corporate-Level International Strategies,Seeks to achieve both global efficiency and local responsiveness,Difficult to achieve because of simultaneous requirements for strong central control and coordination to achieve efficiency and local flexibility and decentralization to achieve local market res

12、ponsiveness,Must pursue organizational learning to achieve competitive advantage,Corporate-Level International Strategies,International Corporate Strategy,When is each strategy appropriate?,Multi- Domestic,International Corporate Strategy,When is each strategy appropriate?,Multi- Domestic,Global Str

13、ategy,International Corporate Strategy,When is each strategy appropriate?,Multi- Domestic,Global Strategy,Trans- national,International Strategy Opportunities and Outcomes,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,Strategic Competitiveness Outcomes,I

14、nternational Strategies,Modes of Entry,Increased Market Size,Return on Investment,Economies of Scale and Learning,Location Advantage,International Business-Level Strategy,Multidomestic Strategy,Global Strategy,Transnational Strategy,Exporting,Establishment of New Subsidiary,Exporting,Strategic Allia

15、nces,Acquisition,Management Problems and Risk,Management Problems and Risk,Higher Performance Returns,Innovation,Common way to enter new international markets,No need to establish operations in other countries,May have high transportation costs,May have less control on marketing and distribution,May

16、 encounter high import tariffs,Difficult to customize products,Establish distribution channels through contractual relationships,Choice of International Entry Mode,Exporting,Choice of International Entry Mode,Licensing,Choice of International Entry Mode,Strategic Alliances,Choice of International En

17、try Mode,Acquisitions,Enable firms to make most rapid international expansion,Can be very costly,Legal and regulatory requirements may present barriers to foreign ownership,Usually require complex and costly negotiations,Potentially disparate corporate cultures,New Wholly-Owned Subsidiary,Choice of

18、International Entry Mode,International Strategy Opportunities and Outcomes,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,Strategic Competitiveness Outcomes,International Strategies,Modes of Entry,Increased Market Size,Return on Investment,Economies of Sc

19、ale and Learning,Location Advantage,International Business-Level Strategy,Multidomestic Strategy,Global Strategy,Transnational Strategy,Exporting,Establishment of New Subsidiary,Exporting,Strategic Alliances,Acquisition,Management Problems and Risk,Management Problems and Risk,Higher Performance Ret

20、urns,Innovation,Strategic Competitiveness Outcomes,International Strategy Opportunities and Outcomes,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,Strategic Competitiveness Outcomes,International Strategies,Modes of Entry,Increased Market Size,Return on

21、Investment,Economies of Scale and Learning,Location Advantage,International Business-Level Strategy,Multidomestic Strategy,Global Strategy,Transnational Strategy,Exporting,Establishment of New Subsidiary,Exporting,Strategic Alliances,Acquisition,Management Problems and Risk,Management Problems and Risk,Higher Performance Returns,Innovation,Political Risk,Major Risks of International Diversification,Rebel fighting in Chechnya (Russia) and Liberia (Africa) and most recently in Afghanist