工商管理专业MBALectureLectu(2)

1、INTERNATIONAL CONTEXTDr Ita ODonovan1精选pptOpportunities and Outcomes of International StrategyExportingLicensingStrategic alliancesAcquisitionsEstablishment of a new subsidiaryInternational business-level strategyMultidomestic strategyGlobal strategyTransnational strategyIncreased market sizeReturn

2、on investmentEconomies of scale and learningAdvantage in locationIdentify International OpportunitiesExplore Resources and CapabilitiesUse Core CompetenceInternational StrategiesModes of Entry2精选pptOpportunities and Outcomes of International Strategy Better performanceInnovationExportingLicensingStr

3、ategic alliancesAcquisitionsEstablishment of a new subsidiaryUse Core CompetenceModes of EntryManagementproblems andriskManagementproblems andriskStrategic Competitiveness Outcomes3精选pptMotivations for International ExpansionIncrease Market Sharedomestic market may lack the size to support efficient

4、 scale manufacturing facilitiesReturn on Investmentlarge investment projects may require global markets to justify the capital outlaysweak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators4精选pptMotivations for International ExpansionE

5、conomies of Scale or Learningexpanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R & D or distributioncan spread costs over a larger sales baseincrease profit per unitLocation Advantageslow cost markets may aid in developing competitive advan

6、tagemay achieve better access to:Raw materialsLower cost laborKey customersEnergy5精选pptInternational Business-Level Strategy: Determinants of National AdvantageFactors of production: the inputs necessary to compete in any industrylaborlandnatural resourcescapitalinfrastructurebasic factors include n

7、atural and labor resourcesadvanced factors include digital communication systems and educated workforce6精选ppt7精选ppt8精选ppt9精选pptInternational Business-Level Strategy: Determinants of National Advantage: Demand conditionscharacterized by the nature and size of buyers needs in the home market for the i

8、ndustrys goods or servicessize of market segment can lead to scale-efficient facilitiesefficiency can lead to domination of the industry in other countriesspecialized demand may create opportunities beyond national boundaries10精选pptInternational Business-Level Strategy: Determinants of National Adva

9、ntageRelated and supporting industries: supporting services, facilities, suppliers and so onsupport in designsupport in distributionrelated industries as suppliers and buyers11精选pptInternational Business-Level Strategy: Determinants of National AdvantageFirm strategy, structure, and rivalry: the pat

10、tern of strategy, structure, and rivalry among firmscommon technical trainingmethodological product and process improvementcooperative and competitive systems12精选ppt13精选pptSource: MIT Sloan14精选pptSource: MIT Sloan15精选pptSource: MIT Sloan16精选ppt17精选pptInternational Corporate-Level StrategyNeed for Lo

11、cal ResponsivenessNeed for Global IntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy18精选ppt19精选pptInternational Corporate-Level Strategy: Multidomestic StrategyMultidomesticstrategyStrategy and operating decisions are decentralized to strategic business units (SBU) in

12、each countryProducts and services are tailored to local marketsBusiness units in one country are independent of each other Assumes markets differ by country or regionsFocus on competition in each marketProminent strategy among European firms due to broad variety of cultures and markets in Europe20精选

13、pptInternational Corporate-Level Strategy: Global StrategyGlobalstrategyProducts are standardized across national marketsDecisions regarding business-level strategies are centralized in the home officeStrategic business units (SBU) are assumed to be interdependentEmphasizes economies of scaleOften l

14、acks responsiveness to local marketsRequires resource sharing and coordination across borders (which also makes it difficult to manage)21精选pptInternational Corporate-Level Strategy: Transnational StrategyTransnationalstrategySeeks to achieve both global efficiency and local responsivenessDifficult t

15、o achieve because of simultaneous requirementsstrong central control and coordination to achieve efficiency decentralization to achieve local market responsivenessMust pursue organizational learning to achieve competitive advantage22精选pptStrategic Competitiveness Outcomes: ReturnsInternational diver

16、sification and returns: firm expands the sales of its goods or services across the borders of global regions and countries into different geographic locations or marketsmay increase a firms returnssuch firms usually achieve the most positive stock returnsfirm may achieve economies of scale and exper

17、ience, location advantages, increased market size and opportunity to stabilize returns23精选pptStrategic Competitiveness Outcomes: InnovationInternational diversification and innovation: firm expands the sales of its goods or services across the borders of global regions and countries into different geographic