汇聚资讯《汇聚证券内参》汇

1、,Global Strategies and the Multinational Corporation,Implications of International Competition for Industry Analysis Analyzing Competitive Advantage within an International Context Applying the Framework (1) International location of production (2) Foreign market entry strategies Multinational Strat

2、egies: Globalization versus National Differentiation Strategy and Organization of the Multinational Corporation,OUTLINE,情趣内衣 ,Patterns of Internationalization,Trading Global Industries Industries -aerospace -automobiles -military hardware -oil -diamond mining -semiconductors -agriculture -consumer e

3、lectronics Domestic Multidomestic Industries Industries -railroads -laundries/dry cleaning -retail banking -hairdressing -hotels -milk -consulting,International Trade,Foreign Direct Investment,LO W,LOW,HIGH,HIGH,Implications of Internationalizationfor Industry Analysis,INDUSTRY STRUCTURE Lower entry

4、 barriers around national markets Increased industry rivalry- lower seller concentration - greater diversity of competitors Increased buyer power: wider choice for dealers national culture; human resources; transportation, communication, legal infrastructure - Domestic market conditions - Government

5、 policies - Exchange rates - Related and supporting industries,Competitive Advantage within an International Context: The Basic Framework,National Influences on Competitiveness: The Theory of Comparative Advantage,A country has a relative efficiency advantage in those products that make intensive us

6、e of resources that are relatively abundant within the country. E.g. Philippines relatively more efficient in the production of footwear, apparel, and assembled electronic products than in the production of chemicals and automobiles. U.S. is relatively more efficient in the production of semiconduct

7、ors and pharmaceuticals than shoes or shirts.,When exchange rates are well-behaved, comparative advantage becomes competitive advantage.,Revealed Comparative Advantage fora Certain Broad Product Categories,USA Canada W. GermanyItaly Japan Food, drink joint production,DAEWOO,50.9% owned; technical The best mode of entry into foreign markets (e.g. direct management, JV, franch