Copyright © 2015 Pearson Education, Inc.11-1 International Business Environments & Operations 15e Daniels ● Radebaugh ● Sullivan
Copyright © 2015 Pearson Education, Inc.10-2 Chapter 12 The Strategy of International Business
Copyright © 2015 Pearson Education, Inc.10-3 Learning Objectives Evaluate industry structure, firm strategy, and value creation Profile the features, functions, configuration, and coordination of the value chain Describe how and why companies choose to cluster in close geographic proximity Describe how robots in specific and automation in general change how managers interpret the value chain
Learning Objectives Discuss how the industry change affects the effectiveness of a value chain Compare and contrast the strengths and drawbacks of a reality versus virtuality in designing the value chain Explain the ideas of global integration and local responsiveness Profile the types of strategies used by MNEs Copyright © 2015 Pearson Education, Inc.11-4
Copyright © 2015 Pearson Education, Inc.10-5 Introduction The Role of Strategy in International Business
Copyright © 2015 Pearson Education, Inc.10-6 Industry Structure Learning Objective: Evaluate industry structure, firm strategy, and value creation
Copyright © 2015 Pearson Education, Inc.10-7 Industry Structure Industry structure involves the relationships among Suppliers of inputs Buyers of outputs Substitute products Potential new entrants Rivalry among competing firms
Copyright © 2015 Pearson Education, Inc.10-8 Industry Change Industry structure changes because of Competitor moves Government policies Shifting preferences Technological developments
Copyright © 2015 Pearson Education, Inc.10-9 Industry Structure, Strategy, and Value The industry organization (IO) paradigm presumes that markets demonstrate perfect competition where no firm or industry consistently outperforms others The power of innovative executives bright executives exploit market imperfections to outperform rivals Strategy’s hallmarks Value Strategy
Copyright © 2015 Pearson Education, Inc Creating Value Value the measure of a firm’s capability of selling what it makes for more than the costs incurred to make it Create value using A cost leadership strategy make products for a lower cost than competitors A differentiation strategy make products for which consumers are willing to pay a premium price
Copyright © 2015 Pearson Education, Inc The Firm as a Value Chain Learning Objective: Profile the features and functions of the value chain
Copyright © 2015 Pearson Education, Inc The Firm as a Value Chain The value chain the set of linked activities the company performs to design, produce, market, distribute, and support a product The value chain consists of Primary activities design, make, sell, and deliver the product Support activities implement primary activities
Copyright © 2015 Pearson Education, Inc The Firm as a Value Chain Primary and Support Activities
Copyright © 2015 Pearson Education, Inc The Firm as a Value Chain Primary and Support Activities of the Value Chain
Copyright © 2015 Pearson Education, Inc Managing the Value Chain Configuration distributing value chain activities around the world concentrated putting all value chain activities in one location dispersed performing different value chain activities in different locations location economies
Copyright © 2015 Pearson Education, Inc Managing the Value Chain When configuring the value, consider Where to go Business environmental quality Innovation context Economies of scale Labor costs Logistics Digitization
Copyright © 2015 Pearson Education, Inc Managing the Value Chain Coordination linking the value chain activities Factors that influence coordination Operational obstacles Core competencies special outlook, skill, capability, or technology that runs through the firm’s operations, threading disconnected activities into an integrated value chain Subsidiary networks social networks
Copyright © 2015 Pearson Education, Inc Change and the Value Chain The configuration and coordination of a value chain responds to changes in customers, competitors, industries, and environments Even a well configured and coordinated value chain can become obsolete So, designing and delivering a strategy should be an ongoing process
Copyright © 2015 Pearson Education, Inc Global Integration vs. Local Responsiveness Learning Objective: Explain the ideas of global integration and local responsiveness
Copyright © 2015 Pearson Education, Inc Global Integration vs. Local Responsiveness Firms face two conflicting pressures: Pressures for global integration the process of combining differentiated parts into a standardized whole maximize efficiency Pressures for local responsiveness the process of disaggregating a standardized whole into differentiated parts optimize effectiveness
Copyright © 2015 Pearson Education, Inc Pressures for Global Integration Drivers of global integration The globalization of markets Technology helps standardize consumer preferences Global products have become popular allows for standardization of product design The efficiency gains of standardization Location, scale, and learning effects WTO supports global standards
Copyright © 2015 Pearson Education, Inc Pressures for Local Responsiveness Pressure for local responsiveness is driven by Consumer divergence cultural predisposition historical legacy nationalism Host government policies fiscal, monetary, and business regulations
Copyright © 2015 Pearson Education, Inc When Pressures Interact Integration-Responsiveness Grid: By Industry
Copyright © 2015 Pearson Education, Inc Types of Strategy Learning Objective: Profile the types of strategies firms used by MNEs
Copyright © 2015 Pearson Education, Inc Types of Strategy Characteristics of the Strategy Type Used by MNEs
Copyright © 2015 Pearson Education, Inc International Strategy International strategy leverage a company’s core competencies into foreign markets critical elements of the value chain are centralized at headquarters The strategy works well when the firm has core competencies that foreign rivals lack there is low pressure for global integration there is low pressure for local responsiveness
Copyright © 2015 Pearson Education, Inc Multidomestic Strategy Multidomestic strategy emphasizes responsiveness to the unique circumstances that prevail in a country’s market value added activities are adapted to local markets The strategy works well when there is high pressure for local responsiveness there is low pressure for global integration
Copyright © 2015 Pearson Education, Inc Global Strategy Global strategy make standardized products that are marketed with little adaptation to local conditions exploit location economies and capture scale economies The strategy works well when the MNE is the cost leader there is low pressure for local responsiveness there is high pressure for global integration
Copyright © 2015 Pearson Education, Inc Transnational Strategy Transnational strategy simultaneously leverages core competencies worldwide, reduces costs by exploiting location economics, and adapts to local conditions The strategy works well when global learning and knowledge flows are emphasized there is high pressure for local responsiveness there is high pressure for global integration
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