國際化策略英文課件

InternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter81?2003SouthwesternPublishingCompanyInternationalStrategyMichaelStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2StrategyImplementationChapterExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry3ExportingInternationalbusinesBetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes4BetterperformanceInnovationOpInternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket5InternationalStrategyLifeCyMotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators6MotivationsforInternationalMotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy7MotivationsforInternationalInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry8InternationalBusiness-LevelS生產(chǎn)要素基本要素土地、勞工進(jìn)階要素?cái)?shù)位通訊系統(tǒng)高等教育勞動(dòng)力一般性要素高速公路系統(tǒng)、資本供應(yīng)專門性要素特殊產(chǎn)業(yè)技術(shù)人才-母國的營運(yùn)環(huán)境是競爭優(yōu)勢最重要的根基Porter國家優(yōu)勢的決定因素需求狀態(tài)母國市場的購買者對(duì)特定產(chǎn)業(yè)的產(chǎn)品或服務(wù)需求的性質(zhì)與規(guī)模相關(guān)與支援性產(chǎn)業(yè)-日本：照相機(jī)與影印機(jī)-義大利：皮革與鞋業(yè)企業(yè)的策略、

結(jié)構(gòu)與對(duì)手因國而異鑽石模式9生產(chǎn)要素-母國的營運(yùn)環(huán)境是競爭優(yōu)勢最重要的根基PorterInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce10InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:

characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries11InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers12InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems13InternationalBusiness-LevelSInternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy14InternationalCorporate-LevelInternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits15InternationalCorporate-LevelMultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope16MultidomesticInternationalCorInternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)17InternationalCorporate-LevelTransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage18TransnationalInternationalCorTypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode19TypeofEntryCharacteristicsEx國際性差異化策略一個(gè)擁有先進(jìn)與特殊生產(chǎn)要素的國家，有可能發(fā)展此種策略

＊日本、德國、美國國際化低成本策略企業(yè)通常將營運(yùn)活動(dòng)集中於母國

產(chǎn)品出口至國外市場

將低附加價(jià)值的作業(yè)外包至其他國家

保留高附加價(jià)值的作業(yè)在母國事業(yè)層國際化策略20國際性差異化策略國際化低成本策略事業(yè)層國際化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirm’sreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns21StrategicCompetitivenessOutc國際化整合低成本／差異化策略因?yàn)槭袌雠c競爭者的多元性，所以整合策略是全球市場上最有效的策略

整合策略的執(zhí)行依賴彈性製造系統(tǒng)企業(yè)內(nèi)與企業(yè)間的資訊網(wǎng)路全面品質(zhì)管理來國際化集中策略許多企業(yè)在進(jìn)軍國際時(shí)仍繼續(xù)以小規(guī)模的市場利基為焦點(diǎn)＊義大利的磁磚業(yè)事業(yè)層國際化策略22國際化整合低成本／差異化策略國際化集中策略事業(yè)層國際化策略2StrategicCompetitivenessOutcomes:InnovationInternationaldiversificationandinnovation:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketspotentiallygreaterreturnsoninnovations(largermarkets)generateadditionalresourcesforinvestmentininnovationexposedtonewproductsandprocessesininternationalmarkets,generatesadditionalknowledgeleadingtoinnovations23StrategicCompetitivenessOutcRisksinanInternationalEnvironmentPoliticalRisksEconomicRisksPoliticalrisksincludeinstabilityinnationalgovernmentswar,bothcivilandinternationalpotentialnationalizationofafirm’sresourcesPoliticalRisks24RisksinanInternationalEnviRisksinanInternationalEnvironmentEconomicRisksEconomicrisksareinterdependentwithpolitical

risksandincludedifferencesandfluctuationsinthevalueofdifferentcurrenciesdifferencesinprevailingwageratesdifficultiesinenforcingpropertyrightsunemploymentPoliticalRisks25RisksinanInternationalEnviLimitstoInternationalExpansion:ManagementProblemsCostofcoordinationacrossdiversegeographicalbusinessunitsInstitutionalandculturalbarriersUnderstandingstrategicintentofcompetitorsTheoverallcomplexityofcompetition26LimitstoInternationalExpansInternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter827?2003SouthwesternPublishingCompanyInternationalStrategyMichaelStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies28StrategyImplementationChapterExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry29ExportingInternationalbusinesBetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes30BetterperformanceInnovationOpInternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket31InternationalStrategyLifeCyMotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators32MotivationsforInternationalMotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy33MotivationsforInternationalInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry34InternationalBusiness-LevelS生產(chǎn)要素基本要素土地、勞工進(jìn)階要素?cái)?shù)位通訊系統(tǒng)高等教育勞動(dòng)力一般性要素高速公路系統(tǒng)、資本供應(yīng)專門性要素特殊產(chǎn)業(yè)技術(shù)人才-母國的營運(yùn)環(huán)境是競爭優(yōu)勢最重要的根基Porter國家優(yōu)勢的決定因素需求狀態(tài)母國市場的購買者對(duì)特定產(chǎn)業(yè)的產(chǎn)品或服務(wù)需求的性質(zhì)與規(guī)模相關(guān)與支援性產(chǎn)業(yè)-日本：照相機(jī)與影印機(jī)-義大利：皮革與鞋業(yè)企業(yè)的策略、

結(jié)構(gòu)與對(duì)手因國而異鑽石模式35生產(chǎn)要素-母國的營運(yùn)環(huán)境是競爭優(yōu)勢最重要的根基PorterInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce36InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:

characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries37InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers38InternationalBusiness-LevelSInternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems39InternationalBusiness-LevelSInternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy40InternationalCorporate-LevelInternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits41InternationalCorporate-LevelMultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope42MultidomesticInternationalCorInternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)43InternationalCorporate-LevelTransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage44TransnationalInternationalCorTypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode45TypeofEntryCharacteristicsEx國際性差異化策略一個(gè)擁有先進(jìn)與特殊生產(chǎn)要素的國家，有可能發(fā)展此種策略

＊日本、德國、美國國際化低成本策略企業(yè)通常將營運(yùn)活動(dòng)集中於母國

產(chǎn)品出口至國外市場

將低附加價(jià)值的作業(yè)外包至其他國家

保留高附加價(jià)值的作業(yè)在母國事業(yè)層國際化策略46國際性差異化策略國際化低成本策略事業(yè)層國際化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:

firmexpandsthesalesofitsgoodsorservicesacro