国际企业的战略管理.pptxVIP

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国际企业的战略管理.pptx

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4.?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 profitDifferentiate products, increase price: add value, features, quality, serviceAchieve low costKey means: allocation of scarce resources to attain goalsOpening case: MTV 4.?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4.1 战略决策与管理Benefits of global expansions: Earn greater return from distinctive skills, core competencesinimitable or difficult to imitate skills in value chainRealize location economies (choice of FDI location)create multinational network of activities (global web)Realize greater experience curve economies, which reduce the cost of value creationlearning effects, economies of scale4.1 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 ResponsivenessHighBall bearings,wheatGlobal IntegrationCost ReductionPressuresCosmetics, food,household goodsLowLowHighLocal Responsiveness PressuresCountry Differences in - consumer tastes/preferences- infrastructure/practices- distribution channels- host government needsStrategic ChoiceHigh“Transnational”Strategy“Global”StrategyCost Reduction(Global Integration)Pressures“Multidomestic”Strategy“International”StrategyLowLowHighLocal Responsiveness PressuresInternational MNCFrom: Bartlett and Ghoshal, Managing across borders, 1989HKUKChileUSAIndiaJapanMexicoCoordinated Federation - Many key assets, responsibilities and decisions localizedAdministrative Control - Centralized HQ control, formal planning and control, tight HQ-Sub linkageInternational Mentality - Management sees overseas operations as appendages to a domestic operationMultidomestic MNCFrom: Bartlett and Ghoshal, Managing across borders, 1989HKUKChileUSAIndiaJapanMexicoDecentralized Federation - Many key assets,