Chapter5 The Strategy of International Business

outline  两大学派  Analyzing business environment  Five-forces Model  Analyzing business entities  The Firm as a Value Chain  core competency  Strategic choice 7-1

What’s strategy?  做 “ 正确的事情 ”— 目标市场、行业、产品  营销战略  研发战略  生产战略  国际化经营战略

discussion  什么决定企业能否赢得高额利润？  企业的优势是否具有长久稳定性？  内部资源和能力 vs. 外部环境

企业战略理论两大学派  外部环境学派  内部资源学派

外部环境学派  着眼于 “ 环境分析 ”  任务：定位 — 五要素模型，价值链 分析  多元化经营

内部资源学派  界定已经拥有的资源和能力  开发培养资源能力  现在我们能做什么？将来我们应该能做 什么？我做什么会做得最出色？  专注核心业务

7-1 Rivalry among existing firms Supplierbuyers Potential entrants substitutes government

Rivalry  -market structure  -competitors

Buyer power  -buyer concentration  -low buyers switching costs  -availability of substitute products  -low product differentiation  -buyer’s ability to integrate backward

Supplier power  -supplier concentration  -supplier’s ability to integrate forward  -number of substitute inputs  -differentiation of inputs

Threat of substitute  -relative performance of substitutes  -lower switching costs  -higher buyer propensity to substitute

Potential entrants  -Economies of scale  -Brand recognition  -High switching costs for customers  -Capital requirements  -Difficulty to access distribution channels  -Absolute cost advantage  -Government regulation, restrictions on entry  -Expected retaliation

战略选择  成本领先战略  差异化战略  目标集聚战略

The Firm as a Value Chain  Primary Activities:  Those activities having to do with creating, marketing and delivering the product to customers and providing support and after-sales service.  Support Activities:  Provide inputs that allow primary activities to occur. 7-1

The Firm as a Value Chain Figure 7.1 Organizational infrastructure Information systems Human resources Research and development Materials management ManufacturingMarketing Primary activities Support activities 7-1 The Firm as a Value Chain

基本观点  基础是价值，而不是成本  基本价值链可以进行再分解  各环节之间相互关联、相互影响

顾客关系管理  目标一致  双方努力  利益共享

战略应用  分解：强调做精做强，而非做大做全  价值链外包战略  整合：设计新的价值链，广泛利用社会 资源  加强企业战略联盟

Core Competencies  Skills within the firm that competitors cannot easily match or imitate.  They enable a firm to reduce the costs of value creation and/or to create value in such a way that premium pricing is possible. 7-2

7-1-2 Core Competencies  Toyota  Macdonald’s  P&G  Wal-Mart  Citigroup  Merrill Lynch  Chinese companies 7-2

Core Competencies  与知识有关  通常不是实物资产（ Nokia ）  独一无二  难以复制或模仿（因果模糊性、路 径依赖） 7-2

培育途径  集中公司资源从事某一领域的专业化经 营  技术创新是核心竞争力的关键  从竞争对手和市场空缺中寻找机会

Strategy choice

Firms Face Two Conflicting Concepts (Pressures) Overseas  Reduce costs.  Be responsive to local needs. 7-3

7-3 Pressures for Cost Reduction and Local Responsiveness Figure 7.3 Company A Company C Company B High Cost pressures Low Low High Generally reflects the position of most companies Pressures for local responsiveness 7-3

Strategic Choice  International strategy  Multidomestic strategy  Global strategy  Transnational strategy 7-4

7-4 Four Basic Strategies Figure 7.4 GlobalStrategy Transnational TransnationalStrategy Multi domestic Multi domesticStrategy High Cost pressures Low Low High International InternationalStrategy Pressures for local responsiveness 7-4

Multi-domestic Strategy  Maximize local responsiveness.  Customize the product and marketing strategy to national demands.  Skill and product transfer.  Transfer all value-creation activities, no experience curve rewards.  Good for high local responsiveness and low cost reduction pressures. 7-4

Global Strategy  Best use of the experience curve and location economies.  This is the low cost strategy.  Utilize product standardization.  Not good where local responsiveness demand is high. 7-4

Transnational Strategy  Christopher Bartlett and Sumantra Ghoshal  Core competencies can develop in any of the firm’s worldwide operations.  Flow of skills and product offerings occurs throughout the firm - not only from home firm to foreign subsidiary (global learning).  Makes sense where there is pressure for both cost reduction and local responsiveness. 7-4