Ch7 Global market entry stategies概要1.pptVIP

* Large-scale direct expansion by means of establishing new facilities can be expensive and require a major commitment of managerial time and energy. However, political or other environmental factors sometimes dictate this approach. As an alternative to greenfield investment in new facilities, acquisition is an instantaneous—and sometimes, less expensive—approach to market entry or expansion. Although full ownership can yield the additional advantage of avoiding communication and conflict of interest problems that may arise with a joint venture or coproduction partner, acquisitions still present the demanding and challenging task of integrating the acquired company into the worldwide organization and coordinating activities. * * The terminology used to describe the new forms of cooperation strategies varies widely. The phrases collaborative agreements, strategic alliances, strategic international alliances, and global strategic partnerships (GSPs) are frequently used to refer to linkages between companies from different countries to jointly pursue a common goal. A broad spectrum of interfirm agreements, including joint ventures, can be covered by this terminology. However, the strategic alliances discussed here exhibit three characteristics which are highlighted in this diagram and discussed on the next slide. Three characteristics of Global Strategic Partnerships Participants remain independent following formation of the alliance Participants share benefits of alliance as well as control over performance of assigned tasks Participants make ongoing contributions in technology, products, and other key strategic areas Forms of strategic alliance Distribution alliance分销联盟 Manufacturing alliance制造联盟 RD alliance研发联盟 case about strategic alliance Disadvantages of GSPs Must share control over assigned tasks Risk of strengthening a competitor Conflict between participants Advantages of GSPs Enables firms to share high costs for a project (e.g., Boeings partnership with