国际商务策略竞争英文

Competitivestrategies:

Globalvs.local©ProfessorDanielF.Spulber1Globalcompetitivestrategies

TheG5 Platformstrategy NetworkStrategy Intermediarystrategy Entrepreneurstrategy Investmentstrategy2Home,supplier,partner,andcustomercountriesofcompetitors–differencesassourcesofcompetitiveadvantageDifferencesinglobalvalueconnectionDifferencesinproducts,brand,technologyDifferencesinimpactsofpolitical,legalandregulatoryclimate–tradeagreements,homecountrypoliciesDesignglobalcompetitivestrategiesforcompetitiveadvantageGlobalcompetitivestrategies3GlobalcompetitivestrategiesCompetitiveadvantagemustberelativetobothglobalandlocalcompetitors:UnileverinUS:Breyers,BenandJerry’s,GoodHumor,Klondike,PopsicleNestléinUS:DreyersThegreaticecreambattle4GujaratCooperativeMilkMarketingFederation(GCMMF):India'slargestfoodproductsmarketingorganization.TwomillionfarmersinthecooperativeSlogan:“AtasteofIndia”PRICE:10rupees(20cents):100milliliterAmulicecreamversus 80milliliterHindustanLeverKwalityWallvanillaicecreamADVERTISINGCOSTS:Amul:1%ofsalesversus HindustanLever:10-15%ofsalesonadvertisingUNILEVERinIndia–KwalityWallHindustanLeverfacessuccessfullocalcompetitor5Umbrellabrands:

Nestléproductsinthesuper-market.

Someproductscarrybothglobalbrandandlocalbrand.6GlobalplatformstrategyTheglobalchallenge Globalmarketsize:standardization Localdifferentiation:customizationStrategy:Determinebestcombinationofglobalandlocalactivitiesforcompetitiveadvantage7Forcescallingforglobalproducts(standardization):ConvergenceincustomerpreferencesandincomeacrosstargetcountrieswitheconomicdevelopmentandtradeCompetitionfromsuccessfulglobalproductsInternationalbrandawarenessCostbenefitsfromstandardizationFallingcostsoftradewithgreaterglobalizationGlobalplatformstrategy8Forcescallingforlocalproducts(customization):DifferencesincustomerpreferencesandincomeacrosstargetcountriesBuildlocalbrandrecognitionCompetitionfromsuccessfuldomesticproductsRegulatoryrequirements(quality,safety,technicalspecifications,domesticcontent)--EUproductstandardsHighcostsoftradecreateseparatemarketsGlobalplatformstrategy9GlobalplatformstrategyReducesdevelopmentandproductioncosts

Usedinautomobiles,mobilephones,computers,aircraftExample:Costperproduct(developmentandmfg):$80Costofbasicplatformdevelopment:$100Costofeachvariation(developmentandproduction):$50Useplatformwhenservingfourormorecustomercountrymarkets:Comparecostsofservingfourmarkets:Distinctproducts:4x$80=$320Platformand4variations$100+4x$50=$300***10Businesssells10unitseachinCountryAandinCountryFUnitcosts––economiesofscaleTwolocalproductsat10unitseach$30/unitGlobalproductat20units $20/unitPricecompanycanchargeperunit:Globalproduct:$80/unitineachcountryTwolocalproducts:$95/unitineachcountryGlobalversusregionalproduct:Tailoringbrings$5moreearningsperunitProfitgreaterby$100Improvetradeoffwithplatformsandflexiblefactoriestorealizeeconomiesofscope(masscustomization)GlobalplatformstrategyProductvarietyversuseconomiesofscale11GlobalplatformstrategyInternationalbusinessmanagersmakedecisionsaboutwhatshouldbeglobalversuslocal:ProductsTechnologyandinputsManufacturingBrandsMarketingDistributionExample:Wal-MartmustcompetewithbothinternationalplayerssuchasCarrefourandlocalretailers12GlobalplatformstrategyLocalbrandpositioningofaglobalbrandandglobalproductCoronasellsthesamebeer,producedin8plantsinMexico,allovertheworldAdvertisingadaptstotargetcountries:beginsasaworkingclassbeerinMexico,becomesahighqualityimportinmostothercountries.MarketingadaptstolocalmarketsCoronacoordinatesinternationallythroughitssubsidiaries13GlobalplatformstrategyMostproductsarelocalandnotbranded.Forexample:infoodsectorNestleestimatesthatonly1%ofallgoodsinfoodmarketsarebrandedIncreasingnumberofinternationalbrands,Corona,Nestlé,SonyIncreasingbrandvariations:BMW3-series(1990s):Morethan1millionvarietiescanbeorderedLocaldistributionandmarketingExample:McDonald’s,Coca-Cola:Globalbrand,somelocalproducttailoring,relianceonlocaldistributionLocaltechnology,production,customerserviceAcercomputercompany14GlobalnetworkstrategyCreatenetworkofcustomers,suppliers,partnersUsenetworktoachieveglobalsizeandreachUsenetworktoprovidelocalcustomizationNetworkrelationshipsgeneratecompetitiveadvantage15Theinternationalbusinesscontributesvaluebycreatinganinternationalnetwork:RecallLi&FungNetworkscanconsistofinformalbusinessrelationshipsormoreformalcontractualrelationshipsNetworksfacilitatecoordinationofsourcingandservingNetworkreplacesn∙mlinkswithm+nlinks(hubandspokenetwork)BuyersSellers12links7linksGlobalnetworkstrategy16GlobalnetworkstrategyPhysicalnetworks:Communications:WiredandmobiletelephonesystemsInternetTransportation:Railroads,Airlines,Shipping,IntermodalsystemsEnergy:Oilandnaturalgaspipelines,ElectricpowertransmissionanddistributionLogistics:Postalsystems,WholesaleandretaildistributionBusinessnetworks:Manufacturing,services,distribution,technology,socialnetworks(trustandinformationsharing)17Globalnetworkstrategy:

TheglobalfactoryHongKongmanufacturersownorcontractwithmorethan40,000factoriesinSouthChinaemployingfourmillionworkersTotakeadvantageofspecializedsourcesindifferentcountries-bestqualityTotakeadvantageofcostvariationsacrosscountries-leastcostsourcesTotakeadvantageoflocation-minimizetransport-costs,transactioncosts,andtariffs18Examples:DairyFarm,Shell,ZaraGrowth:accesstoadditionalcustomersDevelopglobalbrandsCoordinationeconomiesfromcentralizedregionalwarehousesandproductionfacilitiesProvideaccesstosourcingnetwork––EnhancesvalueofsuppliercontactsbyexpansionofdistributionLowertransactioncostsforsupplierswhodealwithfewerdistributorsLowerriskfrompoolingdemandfluctuationsGlobalnetworkstrategy:Theglobalstore19GlobalnetworkstrategyNetworkeffects:NumberofmemberscanaffectthevalueofmostofexistinglinksArchitecture:Structureofthenetworkaffectscostsandperformance(hub-and-spokeversuspoint-to-point)CompaniesshouldcapturethevaluecreatedbytheirnetworkorganizingactivitiesNetworksaremechanismsfordeliveringallkindsofservices,suchasentertainmentandinformation,ratherthanphysicalproducts.“Accessisbecomingapotentconceptualtoolforrethinkingourworldviewaswellasoureconomicview,makingitthesinglemostpowerfulmetaphorofthecomingage.”JeremyRivkinTheAgeofAccess20GlobalnetworkstrategyPartnernetworksAchieveglobalscaleMembersfocusontheirregionReducecompetitionbyavoidingduplicationoffacilitiesandoperationsAvoidgovernmentrestrictionsonownershipandmarketdominanceTechnologystandardsettingComplementsinproductionComplementsindemand(gameplayersandgames)21GlobalnetworkstrategyPartnernetworks:GlobalreachBritishAirways/AmericanAirlinesProvide60%ofalltransatlanticservices"AlliancethatRevolvesAroundYou"ONEWORLDmembers:Iberia,CathayPacific,Quantas,Finnair,AerLingus,LanAirlines(Chile)Theairlinescooperateonschedulingandticketing,frequentflyerprograms,airportclubs,baggagehandling,customerserviceCompetitiveresponsetotheSTARALLIANCEfromUnited,Lufthansa,SAS,AirCanadaandThaiAirways(210,000Employees,flightsto578citiesin106countries)600destinationsin135countriesaroundtheworld,operatingover8000flightsdaily,230millionpassengers/year22GlobalnetworkstrategyPartnernetworks:TechnologystandardsMobilephoneoperatingsystem:Owners23GlobalnetworkstrategyPartnernetworks:TechnologystandardsMobilephoneoperatingsystem:Licensees24GlobalnetworkstrategyPartnernetworks:TechnologystandardsSoftwarelicensingcompanyOpen-standardoperatingsystemFirstopenSymbianOSphone(in2001):Nokia9210CommunicatorAbout85%marketshareStandard-settingnetwork25GlobalnetworkstrategyFranchisenetworksAdvantagesRapidinternationalgrowthLocalownershipLocalmanagementLowercapitaloutlaysDisadvantagesSearchcostoffindingfranchiseownersoverseasCostsofmonitoringperformanceacrossbordersTransactioncostsofformingfranchisecontractsinothercountryremains26MatchmakerBringsbuyersandsellerstogetheracrossinternationalbordersMarketmakerCreatesandoperatesmarketsthatcrossinternationalbordersAgentProviderepresentationinothercountriesGlobalintermediarystrategy27Globalintermediarystrategy

MatchmakerBridgeinternationaldifferencesingoodsandservices,businesspractices,lawandregulations,currencies,languages,timezonesProvidevalue-addedactivitiesRepresentativeagentsinsales,distribution,purchasing,financing,contracting,andsupplychainmanagersMatchofferstobuyerandsellerneeds:productfeatures,location,time.AvoidscostsofsearchforbuyersandsellersReducesbuyerandsellerrisksfromdealingwithfewtradingpartners,28Globalintermediarystrategy

MatchmakerLanguage:SellerspeaksChinese,buyerspeaksSpanish,intermediaryspeaksbothCurrency:Sellerwantspesos,buyerhasdollars,intermediarychangesdollarstopesosDistance:SellerisinThailand,buyerisinBrazil,intermediaryarrangestransportationTrust:BuyerandsellerbothtrusttheintermediarywithouthavingdealtdirectlywitheachotherTime:SellerisinJapan,buyerisinMexico,intermediaryoperatesinbothtimezonesKnowledge:SellerinGermanyknowsproductiontechnology,buyerinUSknowspreferencesofUScustomers,intermediarycombinesknowledgeofsupplyanddemandacrossbordersCulture:Sellerandbuyerareindifferentcountries,intermediaryadaptsproducts,services,contracttermsandnegotiationtodiversesocialcustoms29Mitsui“Ourfirstcorecompetenceisfacilitatinginternationaltradewithinnovativeservicestailoredtoclientneeds”30Mitsui“Oursecondcorecompetenceisworkingwithourglobalclienteletocreatenewtradeflowsandnewbusiness”31Mitsui“Distributorofgoodsandservices;Transferagentfortechnology;Financier,Investor;Projectorganizer;Marketdeveloper;Resourcedeveloper;Well-informedconsultantandbusinesspartner.”Mitsui32Mitsuiisintop15ofFortuneGlobal50033GlobalintermediarystrategyBeatingbypasscompetitionTradeCountryHTransactioncostTServeCountryASource

CountryBBypasscompetitionTransactioncostT*TransactionstrategyoffersinnovativetransactionsYourcostsoftradeTmustbelessthancompetitorcostsoftradeT*Example:Li&Fung34GlobalintermediarystrategyMarketmakerCemexMittalCargillBPAmocoeBayTheglobalmarketmakeraggregatesdemandacrosscountriesandaggregatessupplyacrosscountries35IngramMicro:theleadinginternationalwholesaleroftechnologyproductsandservicesWholesales280,000computerhardwareandsoftwareproducts––thinkofnumberofprices!SourcesinUSandmanyothercountriesfrom1,700manufacturersServes175,000resellersinmorethan100countriesServesthroughoperationsandaffiliatesin35countriesEstablishesprices,coordinatessalesandpurchases,clearsthemarket,allocatesproductsGlobalintermediarystrategyMarketmaker36GlobalintermediarystrategyMarketmakerCreatesandoperatesinternationalmarketsChoosesprices,conveysinformationAdjustssourcingandservingtoclearmarkets––avoidsefficiencylossesfrommarketimbalancesProvidesimmediacy:readytobuyandsellAllocatesgoodsandservicesacrosscountriesGathersandaggregatesinformationaboutcustomersandsuppliersonaninternationallevel,inventories,orders,andproductionAppliesITtointernationalcoordinationEarnsreturnsfrominternationalriskpooling37GlobalintermediarystrategyAgentsExportMarketingCompany(EMC)representssellers,canbebrokerordealer,bearsrisks,arrangesresale,transportation,creditExportTradingCompany(ETC)representsbuyers,handlesimports,usuallytakestitletogoodsActasinternationalagent:provideexpertiseinnegotiation,marketknowledgeProvidetrusttobuyersandsellersAllowsprincipaltodelegateauthorityfordistanttransactionsPro