全球运营管理课件new gom2-global strategy and industry globalization potential.ppt

1、GOM 2,Global Strategy Industry Globalization Potential,全球运营管理 2,全球战略 产业全球化潜力,Globalization,Globalization (Thomas Friedman: Understanding Globalization: The Lexus and the Olive Tree) One overarching featureintegration, the world has become an increasingly interwoven place Defining technologies: compu

2、terization, miniturization, digitization, satellite communications, fiber optics and the Internet Revolving around Moores law German Political theorist Carl Schmidt, the Cold War was a world of “friends” and “enemies”. The globalization world, by contrast, tends to turn all friends and enemies into

3、“competitors”.,全球化,全球化 (托马斯弗雷德曼：了解全球化：凌志汽车与橄榄树) 一个最重要的特征 一体化，整个世界愈发成为错综交织的场所 确定技术：计算机化、小型化、数字化、卫星通信、光纤及互联网。 围绕穆尔定律 德国政治理论家卡尔施密特称冷战是“朋友”和“敌人”的世界。而相比之下，全球化世界似乎是要把所有朋友和敌人都变成“竞争者”。,Globalization,Built around three balances: The traditional balance between nation-states Between nation-states and global m

4、arkets (consists of Electrical Herd and Supermarkets) Between individuals and nation-states Everyone now is in everyone elses business Joining the global economy and plugging into EH is the equivalent of taking your country public. Globalization is largely a technology-driven phenomenon, not a trade

5、-driven one.,全球化,围绕三种平衡关系进行建设： 传统意义上的国家之间的平衡 国家与全球市场之间的平衡(由Electrical Herd与全球超级市场组成) 个人与国家之间的平衡 现在每个人均为他人的经营对象 加入全球经济，投身EH相当于把你的国家推向市场。 全球化很大程度上是一种受技术驱动而不是受贸易驱动的现象。,Globalization,Globalization and History by Jeffrey Williamson and Kevin ORourke Globalization also flourished in the 19th c and then fa

6、ltered. Railroad and steamships, submarine telegraph cables and Suez Canal (1869) all encouraged a huge expansion of trade, global investment and migration. “By 1914, there was hardly a village or town anywhere on the globe whose prices were not influenced by distant foreign markets, whose infrastru

7、cture was not financed by foreign capital, whose engineering, manufacturing, and even business skills were not imported from abroad.” The danger now is “major economic players are divided by noneconomic issuesand have lost the ability to trust one another. Governments powerless in face of illegal tr

8、ade in drugs, arms, intellectual property, people and money.,全球化,杰弗里威廉姆森与凯文欧鲁克合著的全球化与历史 全球化在19世纪也曾繁荣一时，但之后便停滞不前。 铁路与轮船 、海底电缆传送的电报及苏伊士运河(1869年)都极大地促进了贸易、全球投资和移民。“到1914年，全球几乎无一村庄或乡镇的价格未受遥远的国外市场影响，无一村庄和乡镇的基础设施未接受外来资本，无一村庄或乡镇的工程、制造甚至商业技术不是从国外引进。 目前的危险是：“重要的经济参与者是根据非经济问题划分的 已失去相互信任的能力。 政府在毒品、武器、知识产权、人口和金

9、钱等非法交易面前无能为力。,Globalization,NA intra-regional trade volume 421 billion USD, 6.8% of the global total,European intra-regional trade volume 1,624 billion USD, 26.7% of the global total,Asia-Pacific Intra-regional Trade volume 807 billion USD, 13% of the global total,Trade between EU and Asia-Pacific r

10、egion 477 billion USD, 7.7% Of the global total,Trade between NA and Asia-Pacific region 652 billion USD, 10.5% of the global total,Trade between EU and NA 469 billion USD, 7.4% of the global total,Balance between Globalization and Regionalization,全球化,北美地区内贸易额为 4210亿美元，占全球 总贸易额的6.8%。,欧洲地区内贸易额为 16240

11、亿美元，占全球 总贸易额的26.7%。,亚太地区内贸易额为 8070亿美元， 占全球总贸易额的13%。,欧盟与亚太地区之间的贸易 额为4770亿美元，占全球总 贸易额的7.7%,北美与亚太地区之间的贸 易额为6520亿美元，占全 球总贸易额的10.5%。,欧盟与北美之间的贸易额 为4690亿美元，占全球总 贸易额的7.4%,全球化与区域化 之间的平衡,Strategy,Economic Logic,Staging,Arenas,Vehicles,Differentiators,Where will we be active? Which product categories? Which ma

12、rket segments? Which geographic areas? Which core technologies? Which value-creation stages?,What will be our speed and Sequence of moves? Speed of expansion? Sequence of initiatives?,How will we obtain our returns? Lowest costs through scale advantages? Lowest costs through scope and replication ad

13、vantages? Premium prices due to unmatchable service? Premium prices due to proprietary product features?,How will we get there? Internal development? Joint ventures? Licensing/franchising? Acquisitions?,How will we win? Image? Customization? Price? Styling? Product reliability?,The Five Major Elemen

14、ts of Strategy,战略,经济逻辑,分阶段,竞争场所,运载工具,区别因素,我们会在何地活动？ 产品范畴都有哪些？ 市场分哪几个部分？ 有哪几个地域？ 有哪些核心技术? 创造价值的过程分哪几个阶段？,我们的行动速度和顺序如何？ 扩张速度? 倡议提出的顺序?,我们如何取得收益？ 通过规模优势使成本最低？ 通过范围和复制优势使成本最低？ 通过提供无与伦比的服务使产品价位较高？ 通过提供专有特色使产品价位较高？,我们如何到达目的地？ 内部开发? 建立合资企业？ 许可贸易/特许专营? 收购?,我们如何取胜？ 通过形象? 通过按客户要求制作？ 通过价格? 通过式样？ 通过产品可靠性？,战略的五大

15、要素,Strategy,Economic Logic,Staging,Arenas,Vehicles,Differentiators,Arenas Inexpensive contemporary furniture Young, white-collar customers Worldwide,Staging Rapid international expansion, by region Early footholds in each country; fill in later,Vehicles Organic expansion Wholly owned stores,Economic

16、 Logic Economies of scale (global, regional, and individual-store scale) Efficiencies from replication,Differentiators Very reliable quality Low price Fun, nonthreatening shopping experience Instant fulfillment,IKEA Strategy,IKEA is not only a retailer, but also Maintains control of product design t

17、o Ensure the integrity of its unique image And to accumulate unrivaled expertise in Designing for efficient manufacturing An emphasis on low price, fun, contemporary Styling, and instant fulfillment is well suited to The companys focus on young, first-time Furniture buyers.,战略,经济逻辑,分阶段,竞争场所,运载工具,区别因

18、素,竞争场所 价格低廉的当代家具 年轻的白领顾客 世界范围,分阶段 迅速在国际上各个地区进行扩张 初期先在各个国家站稳脚跟；然后大规模跟进。,运载工具 有机扩张 独资商店,经济逻辑 规模经济(全球、区域及单个商店规模) 通过复制提高效率,区别因素 质量非常可靠 价格低廉 充满情趣、无威胁性购物经历 即刻满足,宜家战略,宜家 不光是一家零售商，它还控制着产品 的设计工作，以确保其独特的完整统一的形象， 并在设计方面积累无与伦比的专业技能， 以利于有效生产。 该公司强调低价位、充满情趣、样式 新颖、即刻满足，这与其把初次购买家俱的 年轻买主作为重点销售对象非常一致,Key Definitions,

19、Multinational Mentality Management regards overseas operations as a portfolio of independent business,Decentralized Federation Many key assets, responsibilities, and decisions decentralized,Personal Control Informal HQ-sub relationships overlaid with simple financial controls,Multinational Organizat

20、ion Model,Build strong local presence through sensitivity and responsiveness to national differences Unilever and Philips,关键定义,跨国公司的思想意识 管理层将海外业务视为 一组独立业务,分散的联盟 许多关键资产、职责和 决策被分散处理,个人控制 总公司与分公司之间的非 正式关系担负简单的 财务控制责任,跨国组织模式,通过敏锐地认知国家间的差异并作出回应使公司在地方市场保持强势 联合利华和菲利普,Key Definitions,International Mentality

21、 Management regards overseas operations as appendages to a central domestic corporation,Coordinated Federation Many assets, resources, responsibilities, and decisions still decentralized, but controlled from headquarters,Administrative Control Formal management planning and control systems allow tig

22、hter HQ-sub linkage,International Organization Model,Build cost advantages through centralized global scale operations P&G and Ericsson,关键定义,国际公司中的思想意识 管理层视海外业务为 国内总公司的附属业务,内部协调一致的联盟 许多资产、资源、职责 及决策仍然是分散的， 但均由总公司控制。,行政控制 正式的管理规划与控制体系 使总公司与分公司之间的联系 更为紧密。,国际组织模式,通过集中化，全球规模的运营管理建立成本优势 宝洁和爱立信,Key Definit

23、ions,Global Mentality Management treats overseas operations as delivery pipelines to a unified global market,Centralized Hub Most strategic assets, resources, responsibilities, and decisions centralized,Operational Control Tight central control of decisions, resources, and information,Global Organiz

24、ation Model,Exploits parent company knowledge & capabilities through world-wide diffusion and adaptation Matsushita and NEC,关键定义,全球公司内的思想意识 管理层将海外业务视为通往统一 全球市场的输送管道。,集中经营的总公司 大多数战略资产、资源、 职责和决策都集中管理,业务控制 集中对决策、资源及信息实 施严格控制,全球组织模式,通过世界范围内的传播和调整以利用和提升总公司的知识和能力 Matsushita and NEC,Definitions,Organizatio

25、nal Characteristics of Multinational, Global, and International Companies,定义,跨国公司、全球公司与国际公司的组织特点,Recent Changes in General Globalization Drivers,Market Drivers Per capita income converging among industrialized nations Convergence of lifestyles and tastes Increasing travel creating global consumers O

26、rganizations beginning to behave as global customers Growth of global and regional channels Establishment of world brands Push to Develop global advertising Spread of global and regional media Cost Drivers Continuing push for economies of scale Accelerating technological innovation Advances in trans

27、portation Emergence of newly industrialized countries with productive capability and low labor costs Increasing cost of product development relative to market life,一般全球化驱动因素最近发生的变化,市场驱动因素 工业化国家中人均收入趋于相同 生活方式和品味较为集中 旅游人数日益增加，从而出现全球性消费者 各组织开始以全球消费者的身份采取行动 全球渠道和区域渠道有所发展 树立世界品牌 大力进行全球广告宣传 传播全球及区域媒体报导 成本

28、驱动因素 继续推动规模经济 加速技术创新 改善运输条件 出现生产能力较高而劳动成本较低的新兴工业化国家 增加与市场有关的产品开发成本,Recent Changes in General Globalization Drivers,Government Drivers Reduction of tariff and non-tariff barriers Creation of trading blocs Strengthening of world trade institutions Decline in role of governments as producers and custom

29、ers Privatization Shift to open market economies from close communist systems Increasing participation of China and India in the global economy Competitive Drivers World trade increase More countries becoming key competitive battlegrounds Increased ownership of corporations by foreign acquirers Rise

30、 of new competitors intent upon becoming global competitors Growth of global market networks making countries interdependent in particular industries Internet impact More companies becoming globally center Increased formation of global strategic alliances,一般全球化驱动因素最近发生的变化,政府驱动因素 减少关税壁垒和非关税壁垒 形成贸易集团

31、强化世界贸易机构 政府作为生产者和客户的作用降低 私有化 由封闭的共产主义制度向开放的市场经济转变 中国和印度越来越多地参与全球经济 竞争驱动因素 世界贸易增加 越来越多的国家成为重要的竞争场所 外国收购者对公司的所有权增加 出现新的竞争者，意欲成为全球竞争者 全球市场网络的发展使各国在某些产业相互依赖 互联网的影响 越来越多的公司成为全球瞩目的焦点 形成越来越多的全球战略联盟,Diagnosing Industry Globalization Potentials,分析产业全球化的潜力,Market Globalization Drivers,Aircraft (Civil),Compute

32、rs,Credit cards,Automobiles,Soft Drinks,Specialty Chemicals,Pharmaceuticals (Ethical),Toothpaste,Electrical Insulation,Commercial Banking,Pharmaceuticals (OTC),Booking Publishing,Low,High,Strength of Market Globalization Drivers for Selected Industries,Toyota, Nissan, and Honda chose to focus on fun

33、damental needs common to all countriessuch as reliability and economyrather than to focus on peripheral differencessuch as styling,市场全球化的驱动因素,飞机 (民航),计算机,信用卡,汽车,软饮料,专业化学制品,医药品(处方药),牙膏,电绝缘材料,商业银行业务,医药品(非处方药),图书出版,低,高,市场全球化的驱动因素在以下几个行业中的作用效果,丰田、尼桑、本田将重点放在所有国家 都普遍需要诸如 可靠性和 经济实惠等 而并不强调无关紧要的差异 如式样。,Marke

34、t Globalization Drivers,Common customer needs particularly affects the opportunity to use the global strategy levers of global market participation, global products and services, and global competitive moves. Service businesses are faced with the challenge of standardization while meeting the needs

35、of a broad cross section of customers around the world. Usually, the less involvement, whether physical or psychological, the better the opportunity for global approach. Fast food and airlines versus medical care and education,市场全球化的驱动因素,普通客户的需要很大程度上影响全球市场参与、全球产品与服务和全球竞争行为的全球战略杠杆的利用机会。 服务行业企业在满足全世界广

36、大客户需要的同时还会面临标准化方面的挑战。通常情况下，无论是物质上的还是精神上的，参与越少，全球化的机会就越好。 快餐和航运与医疗保健和教育,Market Globalization Drivers,Global Customers and Channels: Two types of global customers: National: e.g. national defense agencies Multinational: WHO, Automotive OEMs Influencers: physicians who prescribe drugs, architects who s

37、pecify building materials Global pricing policies Global channels are rare, but regionwide ones are increasing in numbers: Wal-Mart with $137 b in 9 countries, Japans 7-Eleven with $35 b in 18. Regional customers are probably growing at a faster pace than global customers, particularly in Europe,市场全

38、球化的驱动因素,全球客户与全球渠道： 全球客户有两类： 国家级客户：如国防机构 跨国客户：世界卫生组织、汽车原始设备制造商 影响者：开处方药的医生、规定建筑材料的建筑师 全球定价政策 全球渠道很少，但区域范围的渠道数量却越来越多：沃尔玛在9个国家的销售额为1370亿美元，日本7-Eleven便利店在18个国家的销售额是350亿美元。 区域客户的增长速度可能会大大快于全球客户的增长速度，特别是在欧洲。,Market Globalization Drivers,Transferable Marketing: Brand names and advertising are readily trans

39、ferable. Lead countries: Japan is a lead country for consumer electronics Germany for industrial control US dominant for global service businesses, setting global trends and standards in chain restaurants, hotels, entertainment them parks, health care, delivery services, car rentals.,市场全球化的驱动因素,可转让的

40、营销： 商标名称和广告随时可转让。 领先国家： 日本在消费电子产品方面是一个领先国家。 德国在工业控制产品方面是一个领先国家。 美国在全球服务行业处于领先地位，在连锁饭店 、酒店、游乐园、保健、递送服务、汽车租赁等方面引导潮流，并成为标准的典范,Cost Globalization Drivers,Aircraft (Civil),Computers,Credit cards,Automobiles,Soft Drinks,Specialty Chemicals,Pharmaceuticals (Ethical),Toothpaste,Electrical Insulation,Commerc

41、ial Banking,Pharmaceuticals (OTC),Booking Publishing,Low,High,Strength of Cost Globalization Drivers for Selected Industries,成本全球化的驱动因素,飞机(民航),计算机,信用卡,汽车,软饮料,专业化学制品,医药品(处方药),牙膏,电绝缘材料,商业银行业务,医药品 (非处方药),图书出版,低,高,成本全球化的驱动因素在选定行业中的效力,Cost Globalization Drivers,Global Economies of Scale and Scope Unileve

42、r, P a new super-jumbo $10 b (for the Airbus A380) Fast-Changing Technology,成本全球化的驱动因素,全球规模经济与范围经济 联合利华、保洁公司、高露洁棕榄. 范围经济涉及计算机研究和产品开发，制定营销计划是竞争优势的主要源泉。 在基于人员的服务方面优势较差 陡峭的的经验曲线 全球采购的益处 有利的后勤管理 国家成本方面的差异 高额产品开发成本 到2000年，开发一种新的药品可能要花200美元或更多；而开发一辆新汽车平台可能至少要花10亿美元；而开发一架超级喷气式客机(客机A380)要花100亿美元。 快速变化的技术,Go

43、vernment Globalization Drivers,Aircraft (Civil),Computers,Credit cards,Automobiles,Soft Drinks,Specialty Chemicals,Pharmaceuticals (Ethical),Toothpaste,Electrical Insulation,Commercial Banking,Pharmaceuticals (OTC),Booking Publishing,Low,High,Strength of Government Globalization Drivers for Selected

44、 Industries,政府全球化的驱动因素,飞机(民航),计算机,信用卡,汽车,软饮料,专业化学制品,医药品(处方药),牙膏,电绝缘材料,商业银行业务,医药品 (非处方药),图书出版,低,高,政府全球化的驱动因素在选定行业中的 效力,Government Globalization Drivers,Favorable Trade Policies Japanese auto OEMs move to the US EU for banking and financial services: Deutsche Bank Compatible Technical Standards Motorolas fight with Japanese standards Common Marketing Regulations Moral and cultural restrictions