




版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
InternationalStrategy(英文版知识讲义)InternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageExle:AircraftmanufacturersBoeingorAirbusExle:JapaneseelectronicsorautomobilemanufacturersMotivationsforInternationalExpansionIncreaseMarketShareDomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesLargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysReturnonInvestmentFactorConditionsBasicFactors-Land,laborAdvancedFactors-Highlyeducatedworkers-DigitalcommunicationsGeneralizedFactors-Capital,infrastructureSpecializedFactors-SkilledpersonnelDemandConditionsHomecountrymaysupportscaleefficientoperationsbyitselfRelated&SupportingIndustries-Japanesecameras&copiers-Italianshoes&leatherFirmStrategy,Structure&RivalryIntenserivalryfostersindustrycompetitionPorter’sDeterminantsofNationalAdvantageHomeCountryofOriginIsCrucialtoInternationalSuccessInternationalDifferentiationCountrieswithadvancedorspecializedfactorconditionsmostlikelytousethisstrategyExle:Japan,Germany,U.S.InternationalLowCostUsuallylocatedinhomecountryExporttointernationalmarketsLowvalueaddedoperationsinforeigncountriesHighvalueaddedoperationsinhomecountryBusiness-LevelInternationalStrategiesInternationalFocusStrategiesInternationalIntegratedLowCost/DifferentiationCanbemosteffectiveindealingwithdiversemarketsOftenreliesuponflexiblemanufacturing,totalqualitymanagementorrapidcommunicationnetworksTechnologicallyadvancedfirmsfollowfocusedlowcoststrategyFocuseddifferentiationfirmscompeteonthebasisofimage&designThirdgroupcompetesonlowpricebyimitatingBusiness-LevelInternationalStrategiesMulti-DomesticStrategyBusinessunitsineachcountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEuropeStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsCorporate-LevelInternationalStrategiesProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)GlobalStrategyCorporate-LevelInternationalStrategiesInternationalCorporateStrategyWheniseachstrategyappropriate?NeedforGlobalIntegrationNeedforLocalMarketResponsivenessLowHighLowHighMulti-DomesticInternationalCorporateStrategyWheniseachstrategyappropriate?NeedforGlobalIntegrationNeedforLocalMarketResponsivenessLowHighLowHighMulti-DomesticGlobalStrategyInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationChoiceofInternationalEntryModeLicensingFirmauthorizesanotherfirmtomanufactureandsellitsproductsLicensingfirmispaidaroyaltyoneachunitproducedandsoldLicenseetakesrisksinmanufacturinginvestmentsLeastriskywaytoenteraforeignmarketLicensingfirmlosescontroloverproductqualityanddistributionRelativelylowprofitpotentialAsignificantriskisthatlicenseelearnstechnologyandcompeteswhenlicenseexpiresChoiceofInternationalEntryModeStrategicAlliancesEnablefirmstosharesrisksandresourcestoexpandintointernationalventuresMostjointventures(JVs)involveaforeigncompanywithanewproductortechnologyandahostcompanywithaccesstodistributionorknowledgeoflocalcustoms,normsorpoliticsMayexperiencedifficultiesinmergingdisparateculturesMaynotunderstandthestrategicintentofpartnersorexperiencedivergent(分歧的)goalsChoiceofInternationalEntryModeAcquisitionsEnablefirmstomakemostrapidinternationalexpansionCanbeverycostlyLegalandregulatoryrequirementsmaypresentbarrierstoforeignownershipUsuallyrequirecomplexandcostlynegotiationsPotentiallydisparatecorporateculturesNewWholly-OwnedSubsidiaryChoiceofInternationalEntryModeMostcostlyandcomplexofentryalternativesAchievesgreatestdegreeofcontrolPotentiallymostprofitable,ifsuccessfulMaintaincontrolovertechnology,marketinganddistributionMayneedtoacquireexpertiseandknowledgethatisrelevanttohostcountryCouldrequirehiringhostcountrynationalsorconsultantsathighcostStrategicCompetitivenessOutcomesInternationaldiversificationfacilitatesinnovationinthefirmProvideslargermarkettogainmoreandfasterreturnsforminvestmentsininnovationMaygenerateresourcesnecessarytosustainalarge-scaleR&DprogramGenerallyrelatedtoabove-averagereturns,assumingeffectiveimplementationandmanagementofinternationaloperationsInternationaldiversificationprovidesgreatereconomiesofscopeandlearningInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdva
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 二零二五至上虞区水务集团合同工薪酬福利及员工关怀合同
- 二零二五年度大连工伤免责协议模板解读
- 二零二五年度体育用品销售总额提成及赛事赞助合同
- 二零二五年度婚前房产保障协议及婚后房产交易税费承担合同
- 二零二五年度中介公司合伙人公益慈善项目合作协议
- 2025年度舞台搭建工程及灯光音响系统调试合同
- 学前儿童社会认知与情感发展研究
- 2025-2030年发动机隔音盖板项目投资价值分析报告
- 2025-2030年双面压力表项目投资价值分析报告
- 2025-2030年双色板雕刻标牌项目商业计划书
- 复数算符在量子力学中的应用
- 2024 汽车行业报告:智能驾驶系列报告(一)华为智能驾驶方案简剖
- 光伏发电工程建设标准工艺手册(2023版)
- 2023年湖南省普通高等学校对口招生考试机电类专业综合知识试题附答题卡
- JT-T-620-2018零担货物道路运输服务规范
- 2024杉木原木购销合同范本
- JT-T-882-2014道路甩挂运输货物装载与栓固技术要求
- 《王亚平》的故事解读课件
- 高中数学《抛物线及其标准方程》说课课件
- 卷扬机吊装专项施工方案
- (高清版)DZT 0212.4-2020 矿产地质勘查规范 盐类 第4部分:深藏卤水盐类
评论
0/150
提交评论