Suche senden
Hochladen
Chapter06
•
Als PPT, PDF herunterladen
•
2 gefällt mir
•
1,858 views
Denish Vaniyawala
Folgen
Strategic Choices: International Strategy
Weniger lesen
Mehr lesen
Leadership & Management
Melden
Teilen
Melden
Teilen
1 von 26
Jetzt herunterladen
Empfohlen
Strategic 7
Strategic 7
TechXpla
Strategy 12
Strategy 12
TechXpla
exploring strategy.ppt
exploring strategy.ppt
KazimZaidi12
Strategicmanagement2
Strategicmanagement2
TechXpla
Strategicmanagement1
Strategicmanagement1
TechXpla
Strategic 6
Strategic 6
TechXpla
Strategic 9
Strategic 9
TechXpla
Strategic 8
Strategic 8
TechXpla
Empfohlen
Strategic 7
Strategic 7
TechXpla
Strategy 12
Strategy 12
TechXpla
exploring strategy.ppt
exploring strategy.ppt
KazimZaidi12
Strategicmanagement2
Strategicmanagement2
TechXpla
Strategicmanagement1
Strategicmanagement1
TechXpla
Strategic 6
Strategic 6
TechXpla
Strategic 9
Strategic 9
TechXpla
Strategic 8
Strategic 8
TechXpla
Chapter03
Chapter03
Denish Vaniyawala
Chapter01
Chapter01
Denish Vaniyawala
Strategicmanagement3
Strategicmanagement3
TechXpla
Strategicmanagement5
Strategicmanagement5
TechXpla
Chapter05
Chapter05
Denish Vaniyawala
Strategicmanagement4
Strategicmanagement4
TechXpla
Strategy 15
Strategy 15
TechXpla
Business strategy
Business strategy
daryl10
David sm13 ppt_05
David sm13 ppt_05
Rizwanah Parwin
Strategy 10
Strategy 10
TechXpla
David sm13 ppt_09
David sm13 ppt_09
Rizwanah Parwin
Chapter02
Chapter02
Denish Vaniyawala
International strategy
International strategy
daryl10
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
David sm13 ppt_06
David sm13 ppt_06
Rizwanah Parwin
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Veysel8
Strategic Management: Concepts & Cases Chapter 07
Strategic Management: Concepts & Cases Chapter 07
KaleemSarwar2
David sm13 ppt_11
David sm13 ppt_11
Rizwanah Parwin
Strategic 11
Strategic 11
TechXpla
David sm13 ppt_04
David sm13 ppt_04
Rizwanah Parwin
Market entry strategy - presenter deck
Market entry strategy - presenter deck
Rodrigo Sepúlveda Schulz
Business Strategy
Business Strategy
charlottecornemillot
Weitere ähnliche Inhalte
Was ist angesagt?
Chapter03
Chapter03
Denish Vaniyawala
Chapter01
Chapter01
Denish Vaniyawala
Strategicmanagement3
Strategicmanagement3
TechXpla
Strategicmanagement5
Strategicmanagement5
TechXpla
Chapter05
Chapter05
Denish Vaniyawala
Strategicmanagement4
Strategicmanagement4
TechXpla
Strategy 15
Strategy 15
TechXpla
Business strategy
Business strategy
daryl10
David sm13 ppt_05
David sm13 ppt_05
Rizwanah Parwin
Strategy 10
Strategy 10
TechXpla
David sm13 ppt_09
David sm13 ppt_09
Rizwanah Parwin
Chapter02
Chapter02
Denish Vaniyawala
International strategy
International strategy
daryl10
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
David sm13 ppt_06
David sm13 ppt_06
Rizwanah Parwin
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Veysel8
Strategic Management: Concepts & Cases Chapter 07
Strategic Management: Concepts & Cases Chapter 07
KaleemSarwar2
David sm13 ppt_11
David sm13 ppt_11
Rizwanah Parwin
Strategic 11
Strategic 11
TechXpla
David sm13 ppt_04
David sm13 ppt_04
Rizwanah Parwin
Was ist angesagt?
(20)
Chapter03
Chapter03
Chapter01
Chapter01
Strategicmanagement3
Strategicmanagement3
Strategicmanagement5
Strategicmanagement5
Chapter05
Chapter05
Strategicmanagement4
Strategicmanagement4
Strategy 15
Strategy 15
Business strategy
Business strategy
David sm13 ppt_05
David sm13 ppt_05
Strategy 10
Strategy 10
David sm13 ppt_09
David sm13 ppt_09
Chapter02
Chapter02
International strategy
International strategy
David sm13 ppt_08
David sm13 ppt_08
David sm13 ppt_06
David sm13 ppt_06
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Chapter 4-Environmental Scanning and Industry Analysis (3)_1.pptx
Strategic Management: Concepts & Cases Chapter 07
Strategic Management: Concepts & Cases Chapter 07
David sm13 ppt_11
David sm13 ppt_11
Strategic 11
Strategic 11
David sm13 ppt_04
David sm13 ppt_04
Andere mochten auch
Market entry strategy - presenter deck
Market entry strategy - presenter deck
Rodrigo Sepúlveda Schulz
Business Strategy
Business Strategy
charlottecornemillot
ch2
ch2
Denish Vaniyawala
Market entry strategies
Market entry strategies
Vineet Sansare
Change matters how_to_open_a_new_market_space__2012
Change matters how_to_open_a_new_market_space__2012
Andrea Simon
Nice Product Road Map May99
Nice Product Road Map May99
guest78aa88
How to sell concept to a company
How to sell concept to a company
Amlin David
Chapter19
Chapter19
Denish Vaniyawala
Advertising and marketing process
Advertising and marketing process
Isma wajid
Chapter15
Chapter15
Denish Vaniyawala
Chapter11
Chapter11
Denish Vaniyawala
ch1
ch1
Denish Vaniyawala
Chapter22
Chapter22
Denish Vaniyawala
Ob12 01in
Ob12 01in
Denish Vaniyawala
Corporate social responsibility
Corporate social responsibility
Amlin David
chapter08
chapter08
Denish Vaniyawala
chapter06
chapter06
Denish Vaniyawala
Chapter10
Chapter10
Denish Vaniyawala
Chapter02
Chapter02
Denish Vaniyawala
Advertising & Media Management
Advertising & Media Management
ravalhimani
Andere mochten auch
(20)
Market entry strategy - presenter deck
Market entry strategy - presenter deck
Business Strategy
Business Strategy
ch2
ch2
Market entry strategies
Market entry strategies
Change matters how_to_open_a_new_market_space__2012
Change matters how_to_open_a_new_market_space__2012
Nice Product Road Map May99
Nice Product Road Map May99
How to sell concept to a company
How to sell concept to a company
Chapter19
Chapter19
Advertising and marketing process
Advertising and marketing process
Chapter15
Chapter15
Chapter11
Chapter11
ch1
ch1
Chapter22
Chapter22
Ob12 01in
Ob12 01in
Corporate social responsibility
Corporate social responsibility
chapter08
chapter08
chapter06
chapter06
Chapter10
Chapter10
Chapter02
Chapter02
Advertising & Media Management
Advertising & Media Management
Ähnlich wie Chapter06
Vsfs session 1
Vsfs session 1
Thanh Thanh
Ally or merge.ppt
Ally or merge.ppt
DrTazeentajMahat
MGT 471 Strategic ManagementCase Preparation Summary for Case Di.docx
MGT 471 Strategic ManagementCase Preparation Summary for Case Di.docx
annandleola
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
budabrooks46239
0273706786_08_media_light.ppt/International
0273706786_08_media_light.ppt/International
SrikantKapoor1
Business strategy 2.pdf
Business strategy 2.pdf
SabrineDraoui3
Global Marketing
Global Marketing
kpatric
BA449Chap010.ppt
BA449Chap010.ppt
ARRYWIDODO1
Chapter 7Implementing Strategy Continuing on from Chapter .docx
Chapter 7Implementing Strategy Continuing on from Chapter .docx
christinemaritza
Strategic management jeff dyerthird editionchapter 9inter
Strategic management jeff dyerthird editionchapter 9inter
cherry686017
Matthew Spry, NLP - What role can planning play in stimulating economic growth?
Matthew Spry, NLP - What role can planning play in stimulating economic growth?
PAS_Team
M08 rugm 6563_05_ppw_ch08
M08 rugm 6563_05_ppw_ch08
Misbah Durrani
Smch2
Smch2
KAMALIYA PANKAJ
Strategy 13
Strategy 13
TechXpla
Ch07 Kotabe
Ch07 Kotabe
j_liu
#TCI2019 Keynote Elvira Haezendonck -The maturity level of your cluster organ...
#TCI2019 Keynote Elvira Haezendonck -The maturity level of your cluster organ...
TCI Network
Senior Seminar in Business Administration BUS 499Internation.docx
Senior Seminar in Business Administration BUS 499Internation.docx
klinda1
Preliminary Business Plan Report Rubrics 1. Completi
Preliminary Business Plan Report Rubrics 1. Completi
TatianaMajor22
Porter's national diamond model
Porter's national diamond model
Anil Kumar Sharma
Matthew Spry, NLP: What role can planning play in stimulating economic growth?
Matthew Spry, NLP: What role can planning play in stimulating economic growth?
PAS_Team
Ähnlich wie Chapter06
(20)
Vsfs session 1
Vsfs session 1
Ally or merge.ppt
Ally or merge.ppt
MGT 471 Strategic ManagementCase Preparation Summary for Case Di.docx
MGT 471 Strategic ManagementCase Preparation Summary for Case Di.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
Slide 2.Johnson, Whittington and Scholes, Exploring Strat.docx
0273706786_08_media_light.ppt/International
0273706786_08_media_light.ppt/International
Business strategy 2.pdf
Business strategy 2.pdf
Global Marketing
Global Marketing
BA449Chap010.ppt
BA449Chap010.ppt
Chapter 7Implementing Strategy Continuing on from Chapter .docx
Chapter 7Implementing Strategy Continuing on from Chapter .docx
Strategic management jeff dyerthird editionchapter 9inter
Strategic management jeff dyerthird editionchapter 9inter
Matthew Spry, NLP - What role can planning play in stimulating economic growth?
Matthew Spry, NLP - What role can planning play in stimulating economic growth?
M08 rugm 6563_05_ppw_ch08
M08 rugm 6563_05_ppw_ch08
Smch2
Smch2
Strategy 13
Strategy 13
Ch07 Kotabe
Ch07 Kotabe
#TCI2019 Keynote Elvira Haezendonck -The maturity level of your cluster organ...
#TCI2019 Keynote Elvira Haezendonck -The maturity level of your cluster organ...
Senior Seminar in Business Administration BUS 499Internation.docx
Senior Seminar in Business Administration BUS 499Internation.docx
Preliminary Business Plan Report Rubrics 1. Completi
Preliminary Business Plan Report Rubrics 1. Completi
Porter's national diamond model
Porter's national diamond model
Matthew Spry, NLP: What role can planning play in stimulating economic growth?
Matthew Spry, NLP: What role can planning play in stimulating economic growth?
Mehr von Denish Vaniyawala
Benetton group evolution of communication strategy
Benetton group evolution of communication strategy
Denish Vaniyawala
Chapter21
Chapter21
Denish Vaniyawala
Chapter20
Chapter20
Denish Vaniyawala
Chapter18
Chapter18
Denish Vaniyawala
Chapter17
Chapter17
Denish Vaniyawala
Chapter16
Chapter16
Denish Vaniyawala
Chapter14
Chapter14
Denish Vaniyawala
Chapter13
Chapter13
Denish Vaniyawala
Chapter09
Chapter09
Denish Vaniyawala
Chapter08
Chapter08
Denish Vaniyawala
Chapter07
Chapter07
Denish Vaniyawala
Chapter06
Chapter06
Denish Vaniyawala
Chapter05
Chapter05
Denish Vaniyawala
Chapter04
Chapter04
Denish Vaniyawala
Chapter03
Chapter03
Denish Vaniyawala
Chapter01
Chapter01
Denish Vaniyawala
chapter07
chapter07
Denish Vaniyawala
chapter05
chapter05
Denish Vaniyawala
chapter04
chapter04
Denish Vaniyawala
Mehr von Denish Vaniyawala
(19)
Benetton group evolution of communication strategy
Benetton group evolution of communication strategy
Chapter21
Chapter21
Chapter20
Chapter20
Chapter18
Chapter18
Chapter17
Chapter17
Chapter16
Chapter16
Chapter14
Chapter14
Chapter13
Chapter13
Chapter09
Chapter09
Chapter08
Chapter08
Chapter07
Chapter07
Chapter06
Chapter06
Chapter05
Chapter05
Chapter04
Chapter04
Chapter03
Chapter03
Chapter01
Chapter01
chapter07
chapter07
chapter05
chapter05
chapter04
chapter04
Kürzlich hochgeladen
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
CIToolkit
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
CIToolkit
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Giuseppe De Simone
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Hannah Smith
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
CIToolkit
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
CIToolkit
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
CIToolkit
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Giuseppe De Simone
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt
2020102713
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield Metrics
CIToolkit
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
CIToolkit
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
jdkhjh
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
CIToolkit
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
CIToolkit
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
Madan Karki
The Final Activity in Project Management
The Final Activity in Project Management
CIToolkit
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
PROF. PAUL ALLIEU KAMARA
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Rashtriya Kisan Manch
Kürzlich hochgeladen
(18)
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why Diagram
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
Chapter 1 Performance Management HRM.ppt
Chapter 1 Performance Management HRM.ppt
Measuring True Process Yield using Robust Yield Metrics
Measuring True Process Yield using Robust Yield Metrics
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
原版1:1复刻密西西比大学毕业证Mississippi毕业证留信学历认证
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
The Final Activity in Project Management
The Final Activity in Project Management
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
THE LEADERSHIP TO CHANGE THE WOLRD THIS IS YOUR HOUR PURSUES YOUR GIFT, TALEN...
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Farmer Representative Organization in Lucknow | Rashtriya Kisan Manch
Chapter06
1.
Johnson, Whittington and
Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 8.1 Strategic Choices 8: International Strategy
2.
Slide 8.2 Learning
outcomes • Assess the internationalisation potential of different markets. • Identify sources of competitive advantage in international strategy, through both global sourcing and exploitation of local factors. • Distinguish between four main types of international strategy. • Rank markets for entry or expansion, taking into account attractiveness, cultural and other forms of distance and competitor retaliation threats. • Assess the relative merits of different market entry modes, including joint ventures, licensing and foreign direct investment. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
3.
Slide 8.3 International
strategy framework Figure 8.1 International strategy framework Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
4.
Slide 8.4 International
v global strategy • International strategy refers to a range of options for operating outside an organisation’s country of origin. • Global strategy involves high coordination of extensive activities dispersed geographically in many countries around the world. N.B. Global strategy is just one kind of international strategy. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
5.
Slide 8.5 Internationalisation
drivers Figure 8.2 Drivers of internationalisation Source: Adapted from G. Yip, Total Global Strategy II, Financial Times Prentice Hall, 2003, Chapter 2 Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
6.
Slide 8.6 Location
advantages: Porter’s diamond (1) • Porter’s Diamond – explains why some locations tend to produce firms with sustained competitive advantages in some industries more than others. The four drivers in Porter’s Diamond stem from: local factor conditions local demand conditions local related and supporting industries local firm strategy structure and rivalry. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
7.
Slide 8.7 Location
advantages: Porter’s diamond (2) Figure 8.3 Porter’s Diamond – the determinants of national advantages Source: Adapted with permission of The Free Press, a Division of Simon & Schuster, Inc., from The Competitive Advantage of Nations by Michael E. Porter. Copyright © 1990, 1998 by Michael E. Porter. All rights reserved Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
8.
Slide 8.8 Global
sourcing Global sourcing refers to purchasing services and components from the most appropriate suppliers around the world regardless of their location. The advantages include: Cost advantages include labour costs, transportation and communications costs, taxation and investment incentives. Unique local capabilities. National market characteristics and reputation. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
9.
Slide 8.9 The
global–local dilemma The global–local dilemma relates to the extent to which products and services may be standardised across national boundaries or need to be adapted to meet the requirements of specific national markets. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
10.
Slide 8.10 International
strategies Figure 8.4 Four international strategies Source: Adapted ‘Changing patterns of international competition’, pp. 9–39, Figure 5 (Porter, M. 1987). Copyright © 1987, by The Regents of the University of California. Reprinted from the California Management Review, vol. 28, no. 2. By permission of The Regents. cmr berkeley.edu. All right reserved. This article is for personal viewing by individuals accessing this website. It is not to be copied, reproduced or otherwise disseminated without written permission from the California Management Review. By viewing this document, you here by agree to these terms. For permission or reprints, contact: cmr@haas. berkeley.edu electronic formats. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
11.
Slide 8.11 Market
characteristics Four elements of the PESTEL framework are particularly important in comparing countries for entry: Political. Political environments vary widely between countries and can alter rapidly. Economic. Key comparators are levels of Gross Domestic Product and disposable income which indicate the potential size of the market. Social. Factors like population characteristics and lifestyle as well as cultural differences. Legal. Countries vary widely in their legal regime. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
12.
Slide 8.12 The
CAGE framework Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Cultural distance Administrative and political distance Geographic distance Economic/ wealth distance
13.
Slide 8.13 International
cross-cultural comparison Figure 8.5 International cross-cultural comparison Source: M. Javidan, P. Dorman, M. de Luque and R. House, ‘In the eye of the beholder: cross-cultural lessons in leadership from Project GLOBE’, Academy of Management Perspectives, February 2006, pp. 67–90 (Figure 4: USA vs China, p. 82). (GLOBE stands for ‘Global Leadership and Organizational Behavior Effectiveness’.) Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
14.
Slide 8.14 Assessing
country markets Country markets can be assessed according to three criteria: Market attractiveness to the new entrant The likelihood and extent of defenders’ reaction Defenders’ clout – the relative power of defenders to fight back. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
15.
Slide 8.15 International
competitor retaliation Figure 8.6 International competitor retaliation Source: Reprinted by permission of Harvard Business Review. Exhibit adapted from ‘Global gamesmanship’ by I. MacMillan, S. van Putter and R. McGrath, May 2003. Copyright © 2003 by the Harvard Business School Publishing Corporation. All rights reserved Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
16.
Slide 8.16 The
staged international expansion model The staged international expansion model proposes a sequential process whereby companies gradually increase their commitment to newly entered markets, as they build market knowledge and capabilities. This is challenged by two phenomena: ‘Born-global’ firms - new small firms that internationalise rapidly (usually in new technologies) Emerging-country multinationals - building unique capabilities in the home market but exploiting them in international markets very quickly. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
17.
Slide 8.17 Modes
of entry Exporting Joint ventures and alliances Licensing Foreign direct investment Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
18.
Slide 8.18 Modes
of international market entry Figure 8.7 Modes of international market entry Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
19.
Slide 8.19 Exporting
Advantages • No need for operational facilities in host country • Economies of scale in the home country • Internet can facilitate exporting marketing opportunities Disadvantages • Lose any location advantages in the host country • Dependence on export intermediaries • Exposure to trade barriers • Transportation costs Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
20.
Slide 8.20 Joint
ventures and alliances Advantages • Shared investment risk • Complementary resources • Maybe required for market entry Disadvantages • Difficult to find good partner • Relationship management • Loss of competitive advantage • Difficult to integrate and coordinate Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
21.
Slide 8.21 Licensing
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Advantages • Contractual source of income • Limited economic and financial exposure Disadvantages • Difficult to identify good partner • Loss of competitive advantage • Limited benefits from host nation
22.
Slide 8.22 Foreign
direct investment Advantages • Full control • Integration and coordination possible • Rapid market entry through acquisitions • Greenfield investments are possible and may be subsidised Disadvantages • Substantial investment and commitment • Acquisitions may create integration/ coordination issues • Greenfield investments are time consuming and unpredictable Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
23.
Slide 8.23 Internationalisation
and performance Inverted U-curve – complexity may erode the advantages of internationalisation Service sector disadvantages – internationalisation may only work well for manufacturing firms Internationalisation and product diversity Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
24.
Slide 8.24 Roles
in an international portfolio Figure 8.8 Subsidiary roles in multinational firms Source: Reprinted by premission of Harvard Business School Press. From Managing across Borders: The Transnational Solution by C.A. Bartlett and S. Ghoshal. Boston, MA 1989, pp. 105–11. Copyright © 1989 by the Harvard Business School Publishing Corporation. All rights reserved Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
25.
Slide 8.25 Summary
(1) • Internationalisation potential in any particular market is determined by Yip’s four drivers: market, cost, government and competitors’ strategies. • Sources of advantage in international strategy can be drawn from both global sourcing through the international value network and national sources of advantage, as captured in Porter’s Diamond. • There are four main types of international strategy, varying according to extent of coordination and geographical configuration: simple export, complex export, multidomestic and global. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
26.
Slide 8.26 Summary
(2) • Market selection for international entry or expansion should be based on attractiveness, multidimensional measures of distance and expectations of competitor retaliation. • Modes of entry into new markets include export, licensing and franchising, joint ventures and overseas subsidiaries. • Internationalisation has an uncertain relationship to financial performance, with an inverted U-curve warning against over-internationalisation. • Subsidiaries in an international firm can be managed by portfolio methods just like businesses in a diversified firm. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
Hinweis der Redaktion
Update slide – 9th edition. Title – Exploring Strategy
Jetzt herunterladen