国际商务 查尔斯希尔IMChapter12.docx

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