国际商务 查尔斯希尔IMChapter12.docx
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国际商务查尔斯希尔IMChapter12
TheStrategyofInternationalBusiness12
Learningobjectives
∙Withthischapterweswitchouremphasisfromtheenvironmentofbusinesstothestrategiesoffirms.Studentsshouldbeabletomoredirectlyunderstandhowfirmshandlethecomplexinternationalenvironmentpreviouslydescribed.
∙Suggestthereasonswhyfirmsmaydecidetoenterinternationalbusiness,andidentifythebenefitsfrominternationalstrategies
∙OutlinethebasicstrategiesundertakenbyMNEs,andspecificallyfocusonhowtheyrelatetotheneedsforlocalresponsivenessandcostminimization
Inthischapterthefocusshiftsfromtheenvironmenttothefirmitselfand,inparticular,totheactionsmanagerscantaketocompetemoreeffectivelyasaninternationalbusiness.Thischapterlooksathowfirmscanincreasetheirprofitabilitybyexpandingtheiroperationsinforeignmarkets,thedifferentstrategiesthatfirmspursuewhencompetinginternationally,andthevariousfactorsthataffectafirm’schoiceofstrategy.
Subsequentchaptersbuildontheframeworkestablishedheretodiscussavarietyoftopicsincludingthedesignoforganizationstructuresandcontrolsystemsforinternationalbusinesses,strategiesforenteringforeignmarkets,theuseandmisuseofstrategicalliances,strategiesforexporting,andthevariousmanufacturing,marketing,R&D,humanresource,accounting,andfinancialstrategiesthatinternationalbusinessespursue.
OUTLINEOFCHAPTER12:
THESTRATEGYOFINTERNATIONALBUSINESS
OpeningCase:
Wal-Mart’sGlobalExpansion
Introduction
StrategyandtheFirm
ValueCreation
StrategicPositioning
Operations:
TheFirmasaValueChain
GlobalExpansion,ProfitabilityandGrowth
ExpandingtheMarket:
LeveragingProductsandCompetencies
LocationEconomies
ExperienceEffects
LeveragingSubsidiarySkills
Summary
CostPressuresandPressuresforLocalResponsiveness.
PressuresforCostReductions
PressuresforLocalResponsiveness
ChoosingaStrategy
GlobalStandardizationStrategy
LocalizationStrategy
TransnationalStrategy
InternationalStrategy
TheEvolutionofStrategy
ChapterSummary
CriticalThinkingandDiscussionQuestions
ClosingCase:
TheEvolutionofStrategyatProcter&Gamble
Appendix:
Profitability,GrowthandValue
TEACHINGSUGGESTIONS
Agoodwaytobeginthediscussionofinternationalstrategyistoaskclassmemberstodiscussarecentpubliceventthathadaglobalstrategy.Possibletopicsarethetsunamireliefefforts,theBobGeldhofandBonoeffortstocreatepublicpressuretoforgivedebtinAfrica,AidsandcancercureresearcheffortssuchastheoneArmstrong’syellowwristbandsupports.Whatstrategydoyouthinkeachoftheseeffortshadforgoinginternationalorglobal?
Wasitsuccessful?
TRANSITION
TheOpeningCaseonWal-Martshowsthatevenagiantcanstumbleinexecutingastrategyinaninternationalsetting.AgoodplacetobeginmightbewithadiscussionoftheerrorsWal-MartmadegoingintoMexico,andhowquicklytheylearnedfromtheseexperiences.NotethattheWal-Martsystemlearnedfromtheerrors,notsimplyindividuals.
LECTUREOUTLINEFORCHAPTER
ThisteachingoutlinefollowsthePowerPointpresentationprovidedalongwiththisinstructor’smanual.ThePPTslidesincludeextensivenotesthatareprintableunderview—notespage.Whatfollowsisasummary.
Slide12-3,12-4Wal-Mart’sGlobalExpansion
Wal-Martenteredglobalmarketsandlearnedquicklyaboutglobaloperations.
Slides12-5,12-6StrategyandtheFirm
Afirm’sstrategycanbedefinedastheactionsthatmanagerstaketoattainthegoalsofthefirm.
Slides12-7,12-8ValueCreation
Ifconsumersperceivethevalueofagoodtobemuchhigherthantheactualcostofproducingthatgood,profitmarginswillbehigher.Porteremphasizestwobasicstrategiestocreatevalueandattaincompetitiveadvantage:
lowcostanddifferentiationstrategy.
Slide12-9StrategicPositioning
Notallpositionsontheefficiencyfrontierareviable.Asshownonfigure12.2,intheinternationalhotelindustry,theremightnotbeenoughdemandtosupportachainthatemphasizesverylowcostandstripsallofthevalueoutofitsproductoffering.Thisisbecauseinternationaltravelersarerelativelyaffluentandexpectadegreeofcomfort(value)whentheytravelawayfromhome.Thus,afirmmustalsochoseastrategicpositionthatisviable.
Slide12-10StrategicChoiceintheInternationalHotelIndustry
Slide12-11TheValueChain
Slide12-12GlobalExpansion,Profitability,andProfitGrowth
Slide12-13TheValueChain
Slide12-14ExpandingtheMarket:
LeveragingProductandCompetencies
Slide12-15LocationEconomies
AproductmightbedesignedinFrance,manufacturedinMexicoandmarketedusingskillsofAmericanmanagers.
Slide12-16ExperienceEffects
Experienceeffectsaresystematicreductionsinproductioncostsoverthelifeoftheproduct.ThespeedwithwhichafirmmovesdowntheExperienceCurvewilldeterminehowmuchadvantageithasoveritscompetitors
Slide12-17LeveragingSubsidiarySkills
Aglobalcorporationcanfindvitalskillsdevelopedinoneforeignsubsidiaryandleveragetheminanotherpartoftheworld.Inordertotakeadvantageofsubsidiaryskillsthecompanymusthavesophisticatedprocessesthatidentifynewskillsthatcouldbeofinterest.Oncetheseskillsareidentified,managersmusthavethecapabilitytotransferthemelsewhere.
Slide12-18CostPressuresandPressuresforLocalResponsiveness
Slide12-19PressuresforCostReduction
Slide12-20PressuresforLocalResponsiveness
Whetheritisconsumertastes,infrastructure,distributionchannels,orhostgovernment,globalcompaniescanoftenexperiencepressuretoconformtothelocalneeds.
Slide12-21ChoosingaStrategy
Slides12-22,12-23TheEvolutionofStrategy
Fourstrategiesreflectvaryingapproachestocostpressureandlocalresponsiveness.
Slide12-24LookingAheadtoChapter13
TheOrganizationofInternationalBusiness
Slide12-25InternationalStrategy
Slide12-26MultidomesticStrategy
Slide12-27GlobalStrategy
Slide12-28TransnationalStrategy
ANOTHERPERSPECTIVE
Thesearecommentsorillustrationsofmaterialinthetextthatbuildfromunusualapplicationsorotherviewsofthemajorconcepts.Youmayfindthemusefultostimulatediscussionortohelpbringaconcepthometoyourstudents.
EducationasaPartofYOURValueChain
Theconceptofvaluechaincanbeusedtoexaminetheroleyourundergraduateeducationplaysinyourlifeplans.Ifyouexamineyourpersonaldevelopmentplans(education,internship,physicalandemotional/spiritualfitness,extracurricularactivities)andthinkaboutthemintermsofprimaryandsupportactivities,howdoyourchoiceofmajorandattitudetowardeducationfitintoyourpersonaldevelopmentstrategy?
Howdoyourchoicesofhowyouspendyourtimefitintoyourvaluechain?
Doyoueverspendtimedoingthingsthatdon’tsupportthestrategicgoalsofyour“personalvaluechain”?
StrategicAirlineAlliances
Strategicalliancesareatworkintheairwithmanyairlines.Forexample,DeltaandAlitaliahaveanalliancethatallowsthemeachtooffermoredirectflightsbetweenmorehubcitiesintheU.S.andinItlay.Theysharebooking,groundsupport,maintenance,andmarketing.EachflightflieswitheitheraDeltaoranAlitaliacrewandplane.Theareasinwhichthealliancescollaborateshowusthatsystems(ticketing,scheduling,maintenance)canmergemoreeasilythandopeople.Withpeople,wehaveculture,andItalianandAmericanculturalvaluescandifferconsiderably.
MicrosoftReadytoAdaptSoftwareProgramstoForeignCultures
Microsofthasfollowedastandardizedstrategyforthedesignofitssoftware’sappearanceonpersonalcomputerscreens.Thisstandardizedstrategyhaskeptthelookandfeeloftheproduct’sinterfacestandard,nomatterwhatlanguagetheproductusesandwheretheproductissold.In2004,Microsoftannouncedplanstofurtherlocalizetheirproducts.Theywilladd100languagestothe40theyalreadyuseforMSOfficeandWindows,andhavebeguntotestvaryingdesignsforscreens,taskbarsandlogosinforeignmarkets.AnalystssuggestthatMSwaspushedbythethreatoftheopen-sourcedLinuxoperatingsystemanditseaseoflocaladaptation.Somedevelopingcountries,especiallyinAsia,havebeenconcernedaboutanexcessivedependenceoftheirITinfrastructureonMicrosoft.
ANSWERSTOCRITICALTHINKINGANDDISCUSSIONQUESTIONSFORCHAPTER12
QUESTION1:
Inaworldofzerotransportationcosts,notradebarriers,andnontrivialdifferencesbetweennationswithregardtofactorconditions,firmsmustexpandinternationallyiftheyaretosurvive.Discuss.
ANSWER1:
Thetheoryofcomparativeadvantagesuggeststhatactivitiesshouldtakeplaceinthecountriesthatcanperformthemmostefficiently,giventhatdifferentcountriesareendowedwithdifferentfactorsofproduction.Iftherearenobarriersorcoststotrade,thenitislikelythatmanyindustrieswillbebasedoutofthecountriesthatprovidethebestsetoffactorendowments.Givenlocationeconomies,acompanycandevelopaglobalwebofvalue-creationactivitiestotakeadvantageofdifferingfactorendowmentsindifferinglocations.
Forfirmsalreadylocatedinthecountrieswiththemostfavorablefactorendowmentsfortheirindustry,however,theremaynotbeaneedtoexpandinternationallyatacertainpointintime.Asfactorendowmentsevolve,thefirmmaywanttodisperseitsvalue-creatingactivitiestothosemarketsthatoffercomparativeadvantages.Ifthefirmisinacompetitivemarket(thinkoftheexampleofClearVision),itwillbenefitfromint