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Entry s trategy
1.
2.
Chapter Fourteen
Entry Strategy and Strategic Alliances
3.
14 - 3
Introduction • Any firm contemplating foreign expansion must struggle with the following decisions - Which foreign market(s) to enter, when to enter them, and on what scale - Which mode of entry will be utilized McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
4.
14 - 4
Which Foreign Markets • The choice must be based on an assessment of a nation’s long-run profit potential • The attractiveness of a country depends upon balancing the benefits, costs, and risks associated with doing business in that country • Benefits include - Size of market - Present wealth of the consumers in the market - Likely future wealth of consumers - Economic growth rates McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
5.
14 - 5
Timing the Entry • Advantages frequently associated with entering a market early are commonly known as first-mover advantages - The ability to preempt rivals and capture demand by establishing a strong brand name - Ability to build sales volume - Ability of early entrants to create switching costs • Disadvantages associated with entering a foreign market before other international businesses are referred to as first-mover disadvantages - Pioneering costs are costs that an early entrant has to bear - Possibility that regulations may change McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
6.
14 - 6
Scale of Entry • Large scale entry - Strategic Commitments - a decision that has a long-term impact and is difficult to reverse - May cause rivals to rethink market entry - May lead to indigenous competitive response • Small scale entry - Time to learn about market - Reduces exposure risk McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
7.
14 - 7
Entry Modes • Firms can use six different methods to enter a market - Exporting - Turnkey Projects - Licensing - Franchising - Joint Ventures - Wholly Owned Subsidiaries McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
8.
14 - 8
Exporting • Advantages: - Avoids cost of establishing manufacturing operations - May help achieve experience curve and location economies • Disadvantages: - May compete with low-cost location manufacturers - Possible high transportation costs - Tariff barriers - Possible lack of control over marketing reps McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
9.
14 - 9
Turnkey projects • Advantages: - Can earn a return on knowledge asset Contractor agrees - Less risky than conventional FDI to handle every detail of project • Disadvantages: for foreign client - No long-term interest in the foreign country - May create a competitor - Selling process technology may be selling competitive advantage as well McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
10.
14 - 10
Licensing: Advantages • Reduces development costs and risks of establishing foreign enterprise • Lack capital for venture • Unfamiliar or politically volatile market • Overcomes restrictive investment barriers • Others can develop business applications of intangible property Agreement where licensor grants rights to intangible property to another entity for a specified period of time in return for royalties. McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
11.
14 - 11
Franchising • Advantages: - Reduces costs and risk of establishing enterprise • Disadvantages: - May prohibit movement of profits from one country to support operations in another country - Quality control Franchiser sells intangible property and insists on rules for operating business McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
12.
14 - 12
Joint Ventures • Advantages: - Benefit from local partner’s knowledge - Shared costs/risks with partner - Reduced political risk • Disadvantages: - Risk giving control of technology to partner - May not realize experience curve or location economies - Shared ownership can lead to conflict McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
13.
14 - 13
Wholly Owned Subsidiary • Subsidiaries could be Greenfield investments or acquisitions • Advantages: - No risk of losing technical competence to a competitor - Tight control of operations - Realize learning curve and location economies • Disadvantage: - Bear full cost and risk McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
14.
14 - 14
Advantages and Disadvantages of Entry Modes McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
15.
14 - 15
Core Competencies and Entry Mode • The optimal entry mode for firms depends to some degree on the nature of their core competencies • A distinction can be drawn between firms whose core competency is - Technological know-how - Management know-how • The greater the pressures for cost reductions are, the more likely a firm will want to pursue some combination of exporting and wholly owned subsidiaries McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
16.
14 - 16
Core Competencies and Entry Mode • Technological Know-How • Management Know-How - Licensing and joint-venture - The firms valuable asset is arrangements should be normally a brand name avoided if possible - The result is that - Should probably use a franchising and subsidiaries wholly owned subsidiary are very attractive - Exceptions include - Often times a joint venture • An arrangement can be is politically more structured to reduce the acceptable risk of licensees • If the technological advantage is only transitory McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
17.
14 - 17
Acquisitions Pros and Cons • Pro: • Con: - Quick to execute - Disappointing results - Preempt competitors - Overpay for firm - Possibly less risky - Optimism about value creation (hubris) - Culture clash - Problems with proposed synergies McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
18.
14 - 18
Greenfield Ventures Pros and Cons • Pro: • Con: - Can build subsidiary it - Slow to establish wants - Risky - Easy to establish - Preemption by operating routines aggressive competitors McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
19.
14 - 19
Acquisition or Greenfield • Acquisitions are • Greenfield ventures are attractive if: attractive if: - There are well - There are no competitors established firms already - Competitors have a in operation competitive advantage - Competitors want to that consists of enter the region embedded competencies, skills, routines, and culture McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
20.
14 - 20
Strategic Alliances • Cooperative agreements between potential or actual competitors • Advantages: - Facilitate entry into market - Share fixed costs - Bring together skills and assets that neither company has or can develop - Establish industry technology standards • Disadvantages: - Competitors get low cost route to technology and markets McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
21.
14 - 21
Alliances are popular • High cost of technology development • Company may not have skill, money or people to go it alone • Good way to learn • Good way to secure access to foreign markets • Host country may require some local ownership McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
22.
14 - 22
Global Alliances are Different • Firms join to attain world leadership • Each partner has significant strength to bring to the alliance • A true global vision • Relationship is horizontal not vertical • When competing in markets not part of alliance, they retain their own identity McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
23.
14 - 23
Partner Selection • Get as much information as possible on the potential partner • Collect data from informed third parties - Former partners - Investment bankers - Former employees • Get to know the potential partner before committing McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
24.
14 - 24
Structuring the Alliance to Reduce Opportunism McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
25.
14 - 25
Looking Ahead to Chapter 15 • Exporting, Importing, and Countertrade - The Promise and Pitfalls of Exporting - Improving Export Performance - Export and import Financing - Export Assistance - Countertrade McGraw-Hill/Irwin International Business, 6/e © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
Hinweis der Redaktion
Table 14.1, p. 494
Figure 14.1, p. 503
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