国际企业的战略管理.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 国际企业的战略管理 Strategy: “the action managers take to attain the goals of a firm” General purpose: maximize/make profit Differentiate products, increase price: add value, features, quality, service Achieve low cost Key means: allocation of scarce resources to attain goals Opening case: MTV ?国际企业的战略管理 战略决策与管理 国际成长战略 国际竞争战略 国际战略联盟 蓝海战略 1 战略决策与管理 Benefits of global expansions: Earn greater return from distinctive skills, core competences inimitable or difficult to imitate skills in value chain Realize location economies (choice of FDI location) create multinational network of activities (global web) Realize greater experience curve economies, which reduce the cost of value creation learning effects, economies of scale 1 战略决策与管理 4 methods of global strategy: International (McDonald’s, Wal-mart, Microsoft, PG, etc) Multi-domestic (Philips NV-VHS-formats: PAL, NTSC) Global (Intel, TI, Motorola) Transnational (core competence leveraging transferring: Caterpillar, Unilever, MTV) Pressures for Global Integration Local Responsiveness High High Low Low Global Integration Local Responsiveness Pressures Country Differences in - consumer tastes/preferences - infrastructure/practices - distribution channels - host government needs Ball bearings, wheat Cosmetics, food, household goods Cost Reduction Pressures Strategic Choice High High Low Low Local Responsiveness Pressures “Global” Strategy “Transnational” Strategy “Multidomestic” Strategy “International” Strategy Cost Reduction (Global Integration) Pressures International MNC Coordinated Federation - Many key assets, responsibilities and decisions localized Administrative Control - Centralized HQ control, formal planning and control, tight HQ-Sub linkage International Mentality - Management sees overseas operations as appendages to a domestic operation UK Chile India Japan USA HK Mexico From: Bartlett and Ghoshal, Managing across borders, 1989 Multidomestic