全球场进入策略授权.PPT

全球策略夥伴關係的例子 公司逐漸依賴合夥關係後之階段 階段 1：為了廉價勞力的成本，將產品的組裝外包 階段 2：將低價值零組件的生產功能外包，以降低產品價格 階段 3：將附加價值高的零組件逐漸移往海外生產 階段 4：製造技術、設計及功能性相關的技術轉移至海外 階段 5： 關於品質、精密製造、測試以及衍生產品的未來途徑，轉移到海外 階段 6：重要零組件、微縮與複雜系統整合的核心技術，轉移到海外 階段 7：競爭者學會與核心能力相關的全部技術 開發中國家的國際合夥 中歐、東歐、亞洲、印度與墨西哥等開發中國家，對許多公司來說是令人興奮的市場機會 若要進入這些市場，就要運用策略聯盟 例子：Chrysler與BMW 積架(Jaguar)汽車進軍印度 Ford在1989年收購Jaguar時，Ford缺少高階豪華車款 利用Jaguar名聲推出價格稍低的新產品線，銷售給更多人 Ford投資大量成本並升級Jaguar的廠房設備，改善生產力 2002年，最低價的Jaguar車款X-Type的首年銷售量推上歷史新高，成長29% 但Jaguar無法維持 積架(Jaguar)汽車進軍印度 2008年，印度塔塔汽車收購英國汽車製造商Land Rover與Jaguar 某些人批評Jaguar的高貴形象與生產低價汽車、卡車與商用車的Tata Motors不合 Jaguar與Land Rover的管理階層期望利用與Tata Motors的關係改善銷售，並在印度建立經銷商網絡 * The various entry mode options form a continuum. As shown on this slide, the level of involvement, risk, and financial reward increases as a company moves from market entry strategies such as licensing to joint ventures and ultimately, various forms of investment. When a global company seeks to enter a developing country market, there is an additional strategy issue to address: Whether to replicate the strategy that served the company well in developed markets without significant adaptation. To the extent that the objective of entering the market is to achieve penetration, executives at global companies are well advised to consider embracing a mass-market mind-set. This may well mandate an adaptation strategy. * * Licensing is a contractual arrangement whereby one company (the licensor) makes a legally protected asset available to another company (the licensee) in exchange for royalties, license fees, or some other form of compensation. The licensed asset may be a brand name, company name, patent, trade secret, or product formulation.   Some companies that use licensing extensively: Apparel designers (Hugo Boss, Bill Blass, Ralph Lauren), Coca-Cola, Disney, Caterpillar, and the National Basketball Association. Licensing agreements allow companies to extend their brands and generate substantial revenue. It can contribute ROI if performance