CHAP06PP2资料.pptVIP

? 2006 Prentice Hall 6-* Global B2B/B2C Strategy To assess the potential competitive position of the company, managers must ask themselves the following questions with respect to B2B/B2C: Does the exchange provide a technology solution that helps industry-trading partners to do business more efficiently? Is the exchange known to be among the top 3-5 within its vertical industry? Does the exchange offer industry-specific technology and expertise that gives it an advantage over generic exchange-builders? Horizontal industry helping many small businesses do their exchanges. ? 2006 Prentice Hall 6-* Conditions Favoring E-Global “The global beachhead strategy makes sense when trade is global in scope; when the business does not involve delivering orders; and when the business model can be hijacked relatively easily by local competitors.” M. Sawhney and S. Mandal ? 2006 Prentice Hall 6-* Conditions Favoring E-Local “[The e-local/regional approach] is preferable under three conditions: when production and consumption are regional rather than global in scope; when customer behavior and market structures differ across regions but are relatively similar within a region; and when supply-chain management is very important to success.” Sawhney and Mandal ? 2006 Prentice Hall 6-* Entry Strategy Alternatives ? 2006 Prentice Hall 6-* Comparative Management in Focus: Planning for the EU Market As of May 2004 the European Union is: A 25-nation unified market A market of more than 400 million people With the addition of Central and Eastern European countries companies have access to: The EU Cheaper wages, lower corporate taxes, and educated workforces Eliminated currency risk for Europe ? 2006 Prentice Hall 6-* Comparative Management in Focus: Planning for the EU Market The EU has developed a protectionist wall Tariffs, quotas, local content laws and competitive tactics Designed to keep the US and Japan out The EU has created opportunities for nonmembers as well ? 2006 Pre