國(guó)際化策略二

InternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter81StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry3BetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes4InternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket5MotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators6MotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy7InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry8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(guó)的營(yíng)運(yùn)環(huán)境是競(jìng)爭(zhēng)優(yōu)勢(shì)最重要的根基Porter國(guó)家優(yōu)勢(shì)的決定因素需求狀態(tài)母國(guó)市場(chǎng)的購(gòu)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(guó)而異鑽石模式9InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce10InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries11InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers12InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems13InternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy14InternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits15MultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope16InternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)17TransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage18TypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode19國(guó)際性差異化化策略一個(gè)擁有先進(jìn)進(jìn)與特殊生產(chǎn)產(chǎn)要素的國(guó)家家，有可能發(fā)發(fā)展此種策略略

＊日本、、德國(guó)、美國(guó)國(guó)國(guó)際化低成本本策略企業(yè)通常將營(yíng)營(yíng)運(yùn)活動(dòng)集中中於母國(guó)產(chǎn)品出口至國(guó)國(guó)外市場(chǎng)將低附加價(jià)值值的作業(yè)外包包至其他國(guó)家家保留高附加價(jià)價(jià)值的作業(yè)在在母國(guó)事業(yè)層國(guó)際化化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirm’sreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns21國(guó)際化整合低低成本／差異異化策略因?yàn)槭袌?chǎng)與競(jìng)競(jìng)爭(zhēng)者的多元元性，所以整整合策略是全全球市場(chǎng)上最最有效的策略略整合策略的執(zhí)執(zhí)行依賴彈性製造造系統(tǒng)企業(yè)內(nèi)與企業(yè)業(yè)間的資訊網(wǎng)網(wǎng)路全面品質(zhì)管理理來(lái)國(guó)際化集中策策略許多企業(yè)在進(jìn)進(jìn)軍國(guó)際時(shí)仍仍繼續(xù)以小規(guī)規(guī)模的市場(chǎng)利利基為焦點(diǎn)＊義大利的磁磁磚業(yè)事業(yè)層國(guó)際化化策略22StrategicCompetitivenessOutcomes:InnovationInternationaldiversificationandinnovation:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketspotentiallygreaterreturnsoninnovations(largermarkets)generateadditionalresourcesforinvestmentininnovationexposedtonewproductsandprocessesininternationalmarkets,generatesadditionalknowledgeleadingtoinnovations23RisksinanInternationalEnvironmentPoliticalRisksEconomicRisksPoliticalrisksincludeinstabilityinnationalgovernmentswar,bothcivilandinternationalpotentialnationalizationofafirm’sresourcesPoliticalRisks24RisksinanInternationalEnvironmentEconomicRisksEconomicrisksareinterdependentwithpoliticalrisksandincludedifferencesandfluctuationsinthevalueofdifferentcurrenciesdifferencesinprevailingwageratesdifficultiesinenforcingpropertyrightsunemploymentPoliticalRisks25LimitstoInternationalExpansion:ManagementProblemsCostofcoordinationacrossdiversegeographicalbusinessunitsInstitutionalandculturalbarriersUnderstandingstrategicintentofcompetitorsTheoverallcomplexityofcompetition269、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。1月月-231月月-23Sunday,January1,202310、雨中黃葉樹樹，燈下白頭頭人。。21:06:3321:06:3321:061/1/20239:06:33PM11、以我獨(dú)獨(dú)沈久，，愧君相相見(jiàn)頻。。。1月-2321:06:3321:06Jan-2301-Jan-2312、故人江海別別，幾度隔山山川。。21:06:3321:06:3321:06Sunday,January1,202313、乍乍見(jiàn)見(jiàn)翻翻疑疑夢(mèng)夢(mèng)，，相相悲悲各各問(wèn)問(wèn)年年。。。。1月月-231月月-2321:06:3421:06:34January1,202314、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。01一月20239:06:34下午21:06:341月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。一月月239:06下下午午1月月-2321:06January1,202316、行動(dòng)出成成果，工作作出財(cái)富。。。2023/1/121:06:3421:06:3401January202317、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。9:06:34下下午9:06下下午午21:06:341月-239、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。1月-231月-23Sunday,January1,202310、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒(méi)沒(méi)有。。21:06:3421:06:3421:061/1/20239:06:34PM11、成功就是是日復(fù)一日日那一點(diǎn)點(diǎn)點(diǎn)小小努力力的積累。。。1月-2321:06:3421:06Jan-2301-Jan-2312、世間成事，，不求其絕對(duì)對(duì)圓滿，留一一份不足，可可得無(wú)限完美美。。21:06:3421:06:3421:06Sunday,January1,202313、不知香積寺寺，數(shù)里入云云峰。。1月-231月-2321:06:3421:06:34January1,202314、意志志堅(jiān)強(qiáng)強(qiáng)的人人能把把世界界放在在手中中像泥泥塊一一樣任任意揉揉捏。。01一一月月20239:06:34下下午21:06:341月-2315、楚塞三湘接接，荊門九派派通。。。一月239:06下下午1月-2321:06January1,202316、少年年十五五二十十時(shí)，，步行行奪得得胡