1. Chapter 14 (Hill) & Chapter 11 (Daniels)
Entry Strategy and Strategic Alliances

2. What Are The Basic Decisions Firms Make When Expanding Globally?
Firms expanding internationally must decide
Which markets to enter
depends on long run profit potential
favorable markets are politically stable, have free market systems, have relatively low inflation rates, and have low private sector debt
less desirable markets are politically unstable, have mixed or command economies, and have excessive levels of borrowing
LO1: Explain the three basic decisions that firms contemplating foreign expansion must make.

3. What Are The Basic Decisions Firms Make When Expanding Globally?
When to enter them and on what scale
must consider the timing of entry
first mover advantages and disadvantages
the scale of market entry
strategic commitment
Which entry mode to use
exporting
licensing or franchising to a company in the host nation
establishing a joint venture with a local company
establishing a new wholly owned subsidiary
acquiring an established enterprise
LO1: Explain the three basic decisions that firms contemplating foreign expansion must make.

4. How Can Firms Enter Foreign Markets?
These are six different ways to enter a foreign market
Exporting – a common first step for many manufacturing firms
later, firms may switch to another mode
Turnkey projects - the contractor handles every detail of the project for a foreign client, including the training of operating personnel
at completion of the contract, the foreign client is handed the "key" to a plant that is ready for full operation
LO2: Compare and contrast the different modes that firms use to enter foreign markets.

5. How Can Firms Enter Foreign Markets?
Licensing - a licensor grants the rights to intangible property to the licensee for a specified time period, and in return, receives a royalty fee from the licensee
patents, inventions, formulas, processes, designs, copyrights, trademarks
Franchising - a specialized form of licensing in which the franchisor not only sells intangible property to the franchisee, but also insists that the franchisee agree to abide by strict rules as to how it does business
used primarily by service firms

6. How Can Firms Enter Foreign Markets?
Joint ventures with a host country firm - a firm that is jointly owned by two or more otherwise independent firms
most joint ventures are 50:50 partnerships
Wholly owned subsidiary - the firm owns 100 percent of the stock
set up a new operation
acquire an established firm

7. Which Entry Mode Is Best?
Advantages and Disadvantages of Entry Modes
LO3: Identify the factors that influence a firm’s choice of entry mode.

8. How Do Core Competencies Influence Entry Mode?
The optimal entry mode depends on the nature of a firm’s core competencies
When competitive advantage is based on proprietary technological know-how
avoid licensing and joint ventures unless the technological advantage is only transitory, or can be established as the dominant design
When competitive advantage is based on management know-how
the risk of losing control over the management skills is not high, and the benefits from getting greater use of brand names is significant
LO3: Identify the factors that influence a firm’s choice of entry mode.

9. How Do Pressures For Cost Reductions Influence Entry Mode?
When pressure for cost reductions is high, firms are more likely to pursue some combination of exporting and wholly owned subsidiaries
allows the firm to achieve location and scale economies and retain some control over product manufacturing and distribution
firms pursuing global standardization or transnational strategies prefer wholly owned subsidiaries
LO3: Identify the factors that influence a firm’s choice of entry mode.

10. Which Is Better – Greenfield or Acquisition?
The choice depends on the situation confronting the firm
A greenfield strategy - build a subsidiary from the ground up
a greenfield venture may be better when the firm needs to transfer organizationally embedded competencies, skills, routines, and culture
LO4: Recognize the pros and cons of acquisitions versus greenfield ventures as an entry strategy.

11. Which Is Better – Greenfield or Acquisition?
An acquisition strategy – acquire an existing company
acquisition may be better when there are well-established competitors or global competitors interested in expanding
The volume of cross-border acquisitions has been rising for the last two decades

12. What Are Strategic Alliances?
Strategic alliances refer to cooperative agreements between potential or actual competitors
range from formal joint ventures to short-term contractual agreements
the number of strategic alliances has exploded in recent decades
LO5: Evaluate the pros and cons of entering into strategic alliances.

13. Why Choose Strategic Alliances?
Strategic alliances are attractive because they
facilitate entry into a foreign market
allow firms to share the fixed costs and risks of developing new products or processes
bring together complementary skills and assets that neither partner could easily develop on its own
help a firm establish technological standards for the industry that will benefit the firm
But, the firm needs to be careful not to give away more than it receives

14. What Makes Strategic Alliances Successful?
The success of an alliance is a function of
Partner selection
A good partner
helps the firm achieve its strategic goals and has the capabilities the firm lacks and that it values
shares the firm’s vision for the purpose of the alliance
will not exploit the alliance for its own ends

15. What Makes Strategic Alliances Successful?
Alliance structure
The alliance should
make it difficult to transfer technology not meant to be transferred
have contractual safeguards to guard against the risk of opportunism by a partner
allow for skills and technology swaps with equitable gains
minimize the risk of opportunism by an alliance partner

16. What Makes Strategic Alliances Successful?
The manner in which the alliance is managed
Requires
interpersonal relationships between managers
cultural sensitivity is important
learning from alliance partners
knowledge must then be diffused through the organization

17. Different Strategies for Operating International Market
Global
View the world as a single market. Tightly controls global operation from headquarter to preserve focus on standardization
Transnational
Prefers a flexible value chain to facilitate local demand. Adopts complex coordination mechanism to facilitate global integration
Pressure for Global Integration
High
International
Uses existing core competencies to exploit opportunities in foreign markets
Multidomestic
Relies on foreign subsidiaries operating as autonomous units to customize products and processes for local market
Low
High
Low
Pressure for National Responsiveness

18. International Strategy
R&D or branding being developed centrally
Try to create value by transferring core competencies and unique product where rivals are unable to develop, match and sustain
Does not push local responsiveness
Limitation:
Central role of headquarter often hinder identifying and responding local condition
This become costly when the local company emphasize customization based on local demand

19. Multidomestic Strategy
Meet need of individual country and region basis
Respond to local culture, legal policy and economic environment
Can add value if local government give incentive for local plant
Local company can build sales force if there is unfavorable environment
Managers follow polycentric view
Limitation:
Can lead to duplication of management, design, production and marketing
Subsidiary is a virtual stand-alone operation, so headquarter must resort persuasion for any change

20. Global Strategy
Create product or service for a world market, manufacture them on a global scale in a few highly efficient plants, and market them with few focused distribution channel
Aim to become low cost player in the market
Place R&D, production and marketing in most favorable location
Firms that follow global strategy face strong pressure for cost reduction but weak pressure for local responsiveness
Large operation helps to give standard product in a low price

21. Transnational Strategy
Exploit location economies, leverage core competencies and pay attention to local responsiveness
Differentiate capability and contributions from country to country
Learn various knowledge (operation, finance, technology, creative idea), integrate and defuse them in global operation
Combine the market sensitivity of local responsiveness with the competitive efficiency of global integration
Limitation:
Difficult to build and prone to shortfall