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Chapter 9
1.
International Strategy
Chapter Nine © 2006 by Nelson, a division of Thomson Canada Limited. 9-1
2.
Chapter 3
External The Strategic Strategic Inputs Environment Strat. Intent Management . Chapter 4 Strat. Mission Internal Process Environment Strategy Formulation Strategy Implementation Strategic Actions Chapter 5 Chapter 6 Chapter 7 Chapter 11 Chapter 12 Bus. - Level Competitive Corp. - Level Corporate Structure Strategy Dynamics Strategy Governance & Control Chapter 8 Chapter 9 Chapter 10 Chapter 13 Chapter 14 Acquisitions & International Cooperative Strategic Entrepreneurship Restructuring Strategy Strategies Leadership & Innovation Outcomes Strategic Chapter 2 Chapter 1 Feedback Above Average Strategic Returns Competitiveness © 2006 by Nelson, a division of Thomson Canada Limited. 9-2
3.
International Strategy Knowledge Objectives 3.
Explain the traditional and emerging motives for firms to pursue international diversification. 4. Explore the four factors that lead to a basis for international business-level strategies. 5. Define the three international corporate-level strategies: multidomestic, global, and transnational. 6. Discuss the environmental trends affecting international strategy, especially liability of foreignness and regionalization. © 2006 by Nelson, a division of Thomson Canada Limited. 9-3
4.
International Strategy Knowledge Objectives
cont’d… 5. Name & describe the five alternative modes for entering international markets. 4. Explain the effects of international diversification on firm return and innovation. 7. Name and describe two major risks of international diversification. 8. Explain why the positive outcomes from international expansion are limited. © 2006 by Nelson, a division of Thomson Canada Limited. 9-4
5.
International Strategy Opportunities
& Outcomes Identify Explore Use Core Strategic International Resources & Competence Competitiveness Opportunities Capabilities Outcomes International Modes of Management Strategies Entry Problems, Risk, and First Steps Increased International Exporting Market Size Bus.-Level Strategy Higher Return on Licensing Performance Investment Multidomestic Returns Strategic Strategy Economies Alliances of Scale and Global Acquisition Innovation Learning Strategy Location Transnational Establishment Advantage Strategy of New Sub. Management Problems, Risk, and First Steps © 2006 by Nelson, a division of Thomson Canada Limited. 9-5
6.
Benefits of International
Strategies • Increased market size. • Greater returns on major capital investments or new products or processes. • Greater economies of scale, scope or learning. • A competitive advantage through location. © 2006 by Nelson, a division of Thomson Canada Limited. 9-6
7.
International Strategy Opportunities
& Outcomes Identify Explore Use Core Strategic International Resources & Competence Competitiveness Opportunities Capabilities Outcomes International Modes of Management Strategies Entry Problems, Risk, and First Steps Increased International Exporting Market Size Bus.-Level Strategy Higher Return on Licensing Performance Investment Multidomestic Returns Strategic Strategy Economies Alliances of Scale and Global Acquisition Innovation Learning Strategy Location Transnational Establishment Advantage Strategy of New Sub. Management Problems, Risk, and First Steps © 2006 by Nelson, a division of Thomson Canada Limited. 9-7
8.
International Strategies • International
Business Level Strategies • International Corporate Level Strategies – Multi-domestic Strategy – Global Strategy – Transnational Strategy © 2006 by Nelson, a division of Thomson Canada Limited. 9-8
9.
Determinants of National
Advantage © 2006 by Nelson, a division of Thomson Canada Limited. 9-9
10.
Determinants of National
Advantage • Factors of Production – Inputs – Labour, land, natural resources, capital & infrastructure • Demand Conditions – The nature and size of he buyers needs in the home market of goods & services • Related & Supporting Industries – Industries in which the target country is considered the leader eg. Italy - shoes with a supporting leather industry, Japan - cameras & photocopiers, Denmark - diary & an industry focused on food enzymes. • Firm Strategy, Structure & Rivalry make up – Germany focused on methodical product & process improvements, – Italy’s national pride of designers helped spawn fashion apparel, furniture & sports car industries. © 2006 by Nelson, a division of Thomson Canada Limited. 9-10
11.
International Corporate-Level Strategy
© 2006 by Nelson, a division of Thomson Canada Limited. 9-11
12.
International Corporate-Level Strategy •
Multi-domestic Strategy – Strategic & operating decisions are decentralized to the strategic business unit in each country to tailor products to the local market. © 2006 by Nelson, a division of Thomson Canada Limited. 9-12
13.
International Corporate-Level Strategy •
Multi-domestic Strategy – Strategic & operating decisions are decentralized to the strategic business unit in each country to tailor products to the local market. • Global Strategy – Assumes more standardization of products across country markets • Transnational Strategy – The firm seeks to achieve both global efficiency and local responsiveness © 2006 by Nelson, a division of Thomson Canada Limited. 9-13
14.
International Strategy Opportunities
& Outcomes Identify Explore Use Core Strategic International Resources & Competence Competitiveness Opportunities Capabilities Outcomes International Modes of Management Strategies Entry Problems, Risk, and First Steps Increased International Exporting Market Size Bus.-Level Strategy Higher Return on Licensing Performance Investment Multidomestic Returns Strategic Strategy Economies Alliances of Scale and Global Acquisition Innovation Learning Strategy Location Transnational Establishment Advantage Strategy of New Sub. Management Problems, Risk, and First Steps © 2006 by Nelson, a division of Thomson Canada Limited. 9-14
15.
Choice of International
Entry Mode Exporting Common way to enter new international markets. No need to establish operations in other nations. Establish distribution channels through contractual relationships. May have high transportation costs. May encounter high import tariffs. May have less control on marketing and distribution. Difficult to customize product. © 2006 by Nelson, a division of Thomson Canada Limited. 9-15
16.
Choice of International
Entry Mode Licensing Firm authorizes another firm to manufacture & sell its products - Licensing firm is paid a royalty on each unit produced and sold. Licensee takes risks in manufacturing investments. Least risky way to enter a foreign market. Licensing firm loses control over product quality & distribution. Relatively low profit potential. © 2006 by Nelson, a division of Thomson Canada Limited. 9-16
17.
Choice of International
Entry Mode Strategic Alliances Enable firms to shares risks and resources to expand into international ventures. Most joint ventures (JVs) involve a foreign corp. with a new product or technology & a host company with access to distribution or knowledge of local customs, norms or politics. May experience difficulties in merging disparate cultures. May not understand the strategic intent of partners or experience divergent goals. © 2006 by Nelson, a division of Thomson Canada Limited. 9-17
18.
Choice of International
Entry Mode Acquisitions Enable firms to make most rapid international expansion. Can be very costly. Legal and regulatory requirements may present barriers to foreign ownership. Usually require complex and costly negotiations. Potentially disparate corporate culture. © 2006 by Nelson, a division of Thomson Canada Limited. 9-18
19.
Choice of International
Entry Mode New Wholly-Owned Subsidiary – Greenfield Venture Most costly & complex of entry alternatives. Achieves greatest degree of control. Potentially most profitable, if successful. Maintain control over technology, marketing and distribution. May need to acquire expertise & knowledge that is relevant to host country. Could require hiring host country nationals or consultants at high cost. © 2006 by Nelson, a division of Thomson Canada Limited. 9-19
20.
Strategic Competitiveness Outcomes International
diversification facilitates innovation in the firm. Provides larger market to gain more and faster returns form investments in innovation. May generate resources necessary to sustain a large-scale R&D program. Generally related to above-average returns, assuming effective implementation and management of international operations. International diversification provides greater economies of scope and learning. © 2006 by Nelson, a division of Thomson Canada Limited. 9-20
21.
International Strategy Opportunities
& Outcomes Identify Explore Use Core Strategic International Resources & Competence Competitiveness Opportunities Capabilities Outcomes International Modes of Management Strategies Entry Problems, Risk, and First Steps Increased International Exporting Market Size Bus.-Level Strategy Higher Return on Licensing Performance Investment Multidomestic Returns Strategic Strategy Economies Alliances of Scale and Global Acquisition Innovation Learning Strategy Location Transnational Establishment Advantage Strategy of New Sub. Management Problems, Risk, and First Steps © 2006 by Nelson, a division of Thomson Canada Limited. 9-21
22.
Risks in the
International Environment © 2006 by Nelson, a division of Thomson Canada Limited. 9-22
23.
Major Risks of
International Diversification Political Risk National government instability may create potential problems for internationally diversified firms. Potential changes in attitudes or regulations regarding foreign ownership. Legal authority obtained from previous administration may become invalid. Potential for nationalization of firms’ assets. © 2006 by Nelson, a division of Thomson Canada Limited. 9-23
24.
Major Risks of
International Diversification Economic Risk Econ. risks are interdependent with political risks. Differences and fluctuations in international currencies may affect value of assets & liabilities. This affects prices & thus ability to compete. Differences in inflation rates may affect inter- nationally diversified firms’ ability to compete. Enforcing intellectual property rights on CDs, software, etc. © 2006 by Nelson, a division of Thomson Canada Limited. 9-24
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