国际商务 查尔斯希尔IMChapter12.docx

1、国际商务 查尔斯希尔IMChapter12The Strategy of International Business 12 Learning objectives With this chapter we switch our emphasis from the environment of business to the strategies of firms. Students should be able to more directly understand how firms handle the complex international environment previous

2、ly described. Suggest the reasons why firms may decide to enter international business, and identify the benefits from international strategies Outline the basic strategies undertaken by MNEs, and specifically focus on how they relate to the needs for local responsiveness and cost minimizationIn thi

3、s chapter the focus shifts from the environment to the firm itself and, in particular, to the actions managers can take to compete more effectively as an international business. This chapter looks at how firms can increase their profitability by expanding their operations in foreign markets, the dif

4、ferent strategies that firms pursue when competing internationally, and the various factors that affect a firms choice of strategy. Subsequent chapters build on the framework established here to discuss a variety of topics including the design of organization structures and control systems for inter

5、national businesses, strategies for entering foreign markets, the use and misuse of strategic alliances, strategies for exporting, and the various manufacturing, marketing, R&D, human resource, accounting, and financial strategies that international businesses pursue.OUTLINE OF CHAPTER 12: THE STRAT

6、EGY OF INTERNATIONAL BUSINESS Opening Case: Wal-Marts Global Expansion Introduction Strategy and the Firm Value CreationStrategic Positioning Operations: The Firm as a Value Chain Global Expansion, Profitability and Growth Expanding the Market: Leveraging Products and CompetenciesLocation Economies

7、Experience Effects Leveraging Subsidiary Skills Summary Cost Pressures and Pressures for Local Responsiveness. Pressures for Cost Reductions Pressures for Local Responsiveness Choosing a StrategyGlobal Standardization StrategyLocalization StrategyTransnational Strategy International Strategy The Evo

8、lution of Strategy Chapter Summary Critical Thinking and Discussion QuestionsClosing Case: The Evolution of Strategy at Procter & GambleAppendix: Profitability, Growth and ValueTEACHING SUGGESTIONSA good way to begin the discussion of international strategy is to ask class members to discuss a recen

9、t public event that had a global strategy. Possible topics are the tsunami relief efforts, the Bob Geldhof and Bono efforts to create public pressure to forgive debt in Africa, Aids and cancer cure research efforts such as the one Armstrongs yellow wristband supports. What strategy do you think each

10、 of these efforts had for going international or global? Was it successful?TRANSITION The Opening Case on Wal-Mart shows that even a giant can stumble in executing a strategy in an international setting. A good place to begin might be with a discussion of the errors Wal-Mart made going into Mexico,

11、and how quickly they learned from these experiences. Note that the Wal-Mart system learned from the errors, not simply individuals.LECTURE OUTLINE FOR CHAPTER This teaching outline follows the PowerPoint presentation provided along with this instructors manual. The PPT slides include extensive notes

12、 that are printable under viewnotes page. What follows is a summary. Slide 12-3, 12-4 Wal-Marts Global Expansion Wal-Mart entered global markets and learned quickly about global operations.Slides 12-5, 12-6 Strategy and the FirmA firms strategy can be defined as the actions that managers take to att

13、ain the goals of the firm. Slides 12-7, 12-8 Value CreationIf consumers perceive the value of a good to be much higher than the actual cost of producing that good, profit margins will be higher. Porter emphasizes two basic strategies to create value and attain competitive advantage: low cost and dif

14、ferentiation strategy. Slide 12-9 Strategic Positioning Not all positions on the efficiency frontier are viable. As shown on figure 12.2, in the international hotel industry, there might not be enough demand to support a chain that emphasizes very low cost and strips all of the value out of its prod

15、uct offering. This is because international travelers are relatively affluent and expect a degree of comfort (value) when they travel away from home. Thus, a firm must also chose a strategic position that is viable. Slide 12-10 Strategic Choice in the International Hotel IndustrySlide 12-11 The Valu

16、e Chain Slide 12-12 Global Expansion, Profitability, and Profit Growth Slide 12-13 The Value ChainSlide 12-14 Expanding the Market: Leveraging Product and CompetenciesSlide 12-15 Location EconomiesA product might be designed in France, manufactured in Mexico and marketed using skills of American man

17、agers. Slide 12-16 Experience EffectsExperience effects are systematic reductions in production costs over the life of the product. The speed with which a firm moves down the Experience Curve will determine how much advantage it has over its competitors Slide 12-17 Leveraging Subsidiary SkillsA glob

18、al corporation can find vital skills developed in one foreign subsidiary and leverage them in another part of the world. In order to take advantage of subsidiary skills the company must have sophisticated processes that identify new skills that could be of interest. Once these skills are identified,

19、 managers must have the capability to transfer them elsewhere. Slide 12-18 Cost Pressures and Pressures for Local ResponsivenessSlide 12-19 Pressures for Cost Reduction Slide 12-20 Pressures for Local ResponsivenessWhether it is consumer tastes, infrastructure, distribution channels, or host governm

20、ent, global companies can often experience pressure to conform to the local needs.Slide 12-21 Choosing a StrategySlides 12-22, 12-23 The Evolution of Strategy Four strategies reflect varying approaches to cost pressure and local responsiveness. Slide 12-24 Looking Ahead to Chapter 13The Organization

21、 of International BusinessSlide 12-25 International StrategySlide 12-26 Multidomestic StrategySlide 12-27 Global StrategySlide 12-28 Transnational StrategyANOTHER PERSPECTIVEThese are comments or illustrations of material in the text that build from unusual applications or other views of the major c

22、oncepts. You may find them useful to stimulate discussion or to help bring a concept home to your students.Education as a Part of YOUR Value ChainThe concept of value chain can be used to examine the role your undergraduate education plays in your life plans. If you examine your personal development

23、 plans (education, internship, physical and emotional/spiritual fitness, extracurricular activities) and think about them in terms of primary and support activities, how do your choice of major and attitude toward education fit into your personal development strategy? How do your choices of how you

24、spend your time fit into your value chain? Do you ever spend time doing things that dont support the strategic goals of your “personal value chain”?Strategic Airline AlliancesStrategic alliances are at work in the air with many airlines. For example, Delta and Alitalia have an alliance that allows t

25、hem each to offer more direct flights between more hub cities in the U.S. and in Itlay. They share booking, ground support, maintenance, and marketing. Each flight flies with either a Delta or an Alitalia crew and plane. The areas in which the alliances collaborate show us that systems (ticketing, s

26、cheduling, maintenance) can merge more easily than do people. With people, we have culture, and Italian and American cultural values can differ considerably.Microsoft Ready to Adapt Software Programs to Foreign CulturesMicrosoft has followed a standardized strategy for the design of its softwares ap

27、pearance on personal computer screens. This standardized strategy has kept the look and feel of the products interface standard, no matter what language the product uses and where the product is sold. In 2004, Microsoft announced plans to further localize their products. They will add 100 languages

28、to the 40 they already use for MS Office and Windows, and have begun to test varying designs for screens, task bars and logos in foreign markets. Analysts suggest that MS was pushed by the threat of the open-sourced Linux operating system and its ease of local adaptation. Some developing countries,

29、especially in Asia, have been concerned about an excessive dependence of their IT infrastructure on Microsoft. ANSWERS TO CRITICAL THINKING AND DISCUSSION QUESTIONS FOR CHAPTER 12QUESTION 1: In a world of zero transportation costs, no trade barriers, and nontrivial differences between nations with r

30、egard to factor conditions, firms must expand internationally if they are to survive. Discuss.ANSWER 1: The theory of comparative advantage suggests that activities should take place in the countries that can perform them most efficiently, given that different countries are endowed with different fa

31、ctors of production. If there are no barriers or costs to trade, then it is likely that many industries will be based out of the countries that provide the best set of factor endowments. Given location economies, a company can develop a global web of value-creation activities to take advantage of di

32、ffering factor endowments in differing locations.For firms already located in the countries with the most favorable factor endowments for their industry, however, there may not be a need to expand internationally at a certain point in time. As factor endowments evolve, the firm may want to disperse its value-creating activities to those markets that offer comparative advantages. If the firm is in a competitive market (think of the example of Clear Vision), it will benefit from int