《精编》国际企业的战略决策与管理

4 国际企业的战略管理 Strategy theactionmanagerstaketoattainthegoalsofafirm Generalpurpose maximize makeprofitDifferentiateproducts increaseprice addvalue features quality serviceAchievelowcostKeymeans allocationofscarceresourcestoattaingoalsOpeningcase 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 Benefitsofglobalexpansions Earngreaterreturnfromdistinctiveskills corecompetencesinimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies choiceofFDIlocation createmultinationalnetworkofactivities globalweb Realizegreaterexperiencecurveeconomies whichreducethecostofvaluecreationlearningeffects economiesofscale 4 1战略决策与管理 4sofglobalstrategy International McDonald s Wal mart Microsoft P G etc Multi domestic PhilipsNV VHS ats PAL NTSC Global Intel TI Motorola Transnational corecompetenceleveraging transferring Caterpillar Unilever MTV PressuresforGlobalIntegration LocalResponsiveness High High Low Low GlobalIntegration LocalResponsivenessPressures CountryDifferencesin consumertastes preferences infrastructure practices distributionchannels hostgovernmentneeds Ballbearings wheat Cosmetics food householdgoods CostReductionPressures StrategicChoice High High Low Low LocalResponsivenessPressures Global Strategy Transnational Strategy Multidomestic Strategy International Strategy CostReduction GlobalIntegration Pressures InternationalMNC CoordinatedFederation Manykeyassets responsibilitiesanddecisionslocalizedAdministrativeControl CentralizedHQcontrol alplanningandcontrol tightHQ SublinkageInternationalMentality Managementseesoverseasoperationsasappendagestoadomesticoperation UK Chile India Japan USA HK Mexico From BartlettandGhoshal Managingacrossborders 1989 MultidomesticMNC DecentralizedFederation Manykeyassets responsibilitiesanddecisionslocalizedPersonalControl InalHQ Subrelationship simplefinancialcontrolsMultidomesticMentality Managementseesoverseasoperationsasportfolioofindependentbusinesses UK Chile India Japan USA HK Mexico From BartlettandGhoshal Managingacrossborders 1989 GlobalMNC UK Chile India Japan USA CentralizedHub Moststrategicassets resources responsibilitiesanddecisionscentralizedOperationalControl TightHQcontrolofdecisions resources inationGlobalMentality Managementseesoverseasoperationsasdeliverypipelinestoaunifiedglobalmarket HK Mexico From BartlettandGhoshal Managingacrossborders 1989 TransnationalMNC UK Chile India Japan USA NetworkedOrganization Distributed specializedresourcesandcapabilitiesInterdependentUnits largeflowsofcomponents products resources people andinationTransnationalMentality Complexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmaking HK Mexico 4 2国际成长战略 密集型成长 市场渗透 市场开发 产品开发一体化成长 前一体化 后一体化 水平一体化多样化成长 同心多样化 水平多样化 综合多样化 4 3国际竞争战略 Porter scompetitivestrategy Nationallevel Diamond 4factors Industrylevel 5ForcesCorporatelevel ValueChain 价值链 4 3国际竞争战略 FirmasachainofdiscretuecreatingactivitiesPrimary 基本活动 upstreamactivities R D manufacturingdownstreamactivities marketing sales aftersalesserviceSupport 支持活动 infrastructure generalandadministrative humanresourcesresearchanddevelopment Inboundlogistics Services Marketing Sales outboundlogistics operations FirmInfrastructureHRManagementTechnologyDevelopmentProcurement Margin 4 4国际战略联盟 CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromaljointventures Fuji Xerox toparticulartask suchasdevelopinganewproduct 4 4 1国际战略联盟 优缺点 AdvantagesFacilitateentryintoaforeigncountry Motorola Toshiba 1980s Allowsharingoffixedcostsofnewproducts processes Boeinganditssuppliers Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently Thomson JVC Helpestablishindustrystandardsintechnology Philips Matsushita Reduceoperatingcosts e g sharedtraining purchasing procurement etc KLM CZ 4 4 1国际战略联盟 优缺点 DisadvantagesGivecompetitorsnewtechnology marketsatlowcostDisproportionalbenefitaccrualtopartners 4 4 2国际战略联盟 合作伙伴 AsuitablepartnerHelpsachievestrategicgoals bringsneeded valuablecapabilitiesSharesthefirm svisionforthealliance spurposeIsnotlikelytoexploitthealliancetoitsownends fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner s Spendalotofface to facetimewithlikelypartner s 4 4 3国际战略联盟 合作框架 Protecttechnology know howthatisnotintendedtobetransferred Boeing767 Drawasolidcontractwithsafeguardsagainstopportunism TRW Japaneseautocomponentssuppliers Achieveequitablegainthroughagreedswapsoftechnologytheotherwants licensing Seekcreditable clearlyarticulatedcommitmenttopartner behavior a priori 4 4 3国际战略联盟 协调管理 ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust Mazda Ford Setupframeworkforalandinalface to facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninalnetworkofpersonalrelationshipsLearnfrompartners Toyota GMJV ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths 4 5蓝海战略 W ChanKim