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InternationalStrategy(英文版知識講義)InternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageExle:AircraftmanufacturersBoeingorAirbusExle:JapaneseelectronicsorautomobilemanufacturersMotivationsforInternationalExpansionIncreaseMarketShareDomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesLargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysReturnonInvestmentFactorConditionsBasicFactors-Land,laborAdvancedFactors-Highlyeducatedworkers-DigitalcommunicationsGeneralizedFactors-Capital,infrastructureSpecializedFactors-SkilledpersonnelDemandConditionsHomecountrymaysupportscaleefficientoperationsbyitselfRelated&SupportingIndustries-Japanesecameras&copiers-Italianshoes&leatherFirmStrategy,Structure&RivalryIntenserivalryfostersindustrycompetitionPorter’sDeterminantsofNationalAdvantageHomeCountryofOriginIsCrucialtoInternationalSuccessInternationalDifferentiationCountrieswithadvancedorspecializedfactorconditionsmostlikelytousethisstrategyExle:Japan,Germany,U.S.InternationalLowCostUsuallylocatedinhomecountryExporttointernationalmarketsLowvalueaddedoperationsinforeigncountriesHighvalueaddedoperationsinhomecountryBusiness-LevelInternationalStrategiesInternationalFocusStrategiesInternationalIntegratedLowCost/DifferentiationCanbemosteffectiveindealingwithdiversemarketsOftenreliesuponflexiblemanufacturing,totalqualitymanagementorrapidcommunicationnetworksTechnologicallyadvancedfirmsfollowfocusedlowcoststrategyFocuseddifferentiationfirmscompeteonthebasisofimage&designThirdgroupcompetesonlowpricebyimitatingBusiness-LevelInternationalStrategiesMulti-DomesticStrategyBusinessunitsineachcountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEuropeStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsCorporate-LevelInternationalStrategiesProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)GlobalStrategyCorporate-LevelInternationalStrategiesInternationalCorporateStrategyWheniseachstrategyappropriate?NeedforGlobalIntegrationNeedforLocalMarketResponsivenessLowHighLowHighMulti-DomesticInternationalCorporateStrategyWheniseachstrategyappropriate?NeedforGlobalIntegrationNeedforLocalMarketResponsivenessLowHighLowHighMulti-DomesticGlobalStrategyInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdvantageInternationalBusiness-LevelStrategyMultidomesticStrategyGlobalStrategyTransnationalStrategyExportingEstablishmentofNewSubsidiaryExportingStrategicAlliancesAcquisitionManagementProblemsandRiskManagementProblemsandRiskHigherPerformanceReturnsInnovationChoiceofInternationalEntryModeLicensingFirmauthorizesanotherfirmtomanufactureandsellitsproductsLicensingfirmispaidaroyaltyoneachunitproducedandsoldLicenseetakesrisksinmanufacturinginvestmentsLeastriskywaytoenteraforeignmarketLicensingfirmlosescontroloverproductqualityanddistributionRelativelylowprofitpotentialAsignificantriskisthatlicenseelearnstechnologyandcompeteswhenlicenseexpiresChoiceofInternationalEntryModeStrategicAlliancesEnablefirmstosharesrisksandresourcestoexpandintointernationalventuresMostjointventures(JVs)involveaforeigncompanywithanewproductortechnologyandahostcompanywithaccesstodistributionorknowledgeoflocalcustoms,normsorpoliticsMayexperiencedifficultiesinmergingdisparateculturesMaynotunderstandthestrategicintentofpartnersorexperiencedivergent(分歧的)goalsChoiceofInternationalEntryModeAcquisitionsEnablefirmstomakemostrapidinternationalexpansionCanbeverycostlyLegalandregulatoryrequirementsmaypresentbarrierstoforeignownershipUsuallyrequirecomplexandcostlynegotiationsPotentiallydisparatecorporateculturesNewWholly-OwnedSubsidiaryChoiceofInternationalEntryModeMostcostlyandcomplexofentryalternativesAchievesgreatestdegreeofcontrolPotentiallymostprofitable,ifsuccessfulMaintaincontrolovertechnology,marketinganddistributionMayneedtoacquireexpertiseandknowledgethatisrelevanttohostcountryCouldrequirehiringhostcountrynationalsorconsultantsathighcostStrategicCompetitivenessOutcomesInternationaldiversificationfacilitatesinnovationinthefirmProvideslargermarkettogainmoreandfasterreturnsforminvestmentsininnovationMaygenerateresourcesnecessarytosustainalarge-scaleR&DprogramGenerallyrelatedtoabove-averagereturns,assumingeffectiveimplementationandmanagementofinternationaloperationsInternationaldiversificationprovidesgreatereconomiesofscopeandlearningInternationalStrategyOpportunitiesandOutcomesIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceStrategicCompetitivenessOutcomesInternationalStrategiesModesofEntryIncreasedMarketSizeReturnonInvestmentEconomiesofScaleandLearningLocationAdva

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