汇聚资讯教材新资料《汇聚证券内参》1汇201。。。.pptVIP

Global Strategies and the Multinational Corporation;Patterns of Internationalization ;Implications of Internationalizationfor Industry Analysis;COMPETITIVE ADVANTAGE;National Influences on Competitiveness: The Theory of Comparative Advantage;Revealed Comparative Advantage fora Certain Broad Product Categories;Porter’s Competitive Advantage of Nations;FACTOR CONDITIONS;Consistency Between Strategy and National Conditions;Power distance ;Individualist ;International Location of Production;The Role of Labor Costs;Location and the Value Chain;The optimal location of activity X considered independently;Resource commitment;Alliances and Joint Ventures: Management Issues;SUZUKI;Multinational Strategies: Globalization vs. National Differentiation;Globalization Global Strategy —What are they?;Analyzing benefits/costs of a global strategy;Benefits of national differentiation ;Benefits of national differentiation ;The Evolution of Multinational Strategies and Structures: (1) 1900-1939—Era of the Europeans;The Evolution of Multinational Strategies and Structures: (2) 1945-1970—U.S. Dominance;The Evolution of Multinational Strategies and Structures: (3) 1970s and 1980s—The Japanese Challenge;Marketing Global Strategies and Situations to Industry Conditions: Firm Success in Different Industries;Reconciling Global Integration with National Differentiation: The Transnational Corporation;On what basis to organize—products, geography, functions? --Where is coordination most important? --How global is the industry? How global is the firm’s strategy? If one dimension is dominant, how to coordination along the other dimensions? --Maintain single line accountability --Other dimensions of coordination can be “dotted line” relations What’s the role of HQ? --Control function --Coordination function --Exploiting scale economies in centralized provision of services The need for internal differentiation --By prod