国际企业的战略决策与管理

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1、4.国际企业的战略管理Strategy:“the action managers take to attain the goals of a firm”General purpose:maximize/make profit Differentiate products,increase price:add value,features,quality,service Achieve low costKey means:allocation of scarce resources to attain goalsOpening case:MTV 4.国际企业的战略管理战略决策与管理国际成长战略国

2、际竞争战略国际战略联盟蓝海战略4.1 战略决策与管理Benefits of global expansions:Earn greater return from distinctive skills,core competences inimitable or difficult to imitate skills in value chainRealize location economies(choice of FDI location)create multinational network of activities(global web)Realize greater experie

3、nce curve economies,which reduce the cost of value creation learning effects,economies of scale4.1 战略决策与管理4 methods of global strategy:International(McDonalds,Wal-mart,Microsoft,P&G,etc)Multi-domestic(Philips NV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(core competence leveraging&t

4、ransferring:Caterpillar,Unilever,MTV)Pressures for Global Integration&Local ResponsivenessHighHighLowLowGlobal IntegrationLocal Responsiveness PressuresCountry Differences in-consumer tastes/preferences-infrastructure/practices-distribution channels-host government needsBall bearings,wheatCosmetics,

5、food,household goodsCost ReductionPressuresStrategic ChoiceHighHighLowLowLocal Responsiveness Pressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCost Reduction(Global Integration)PressuresInternational MNCCoordinated Federation-Many key assets,responsibilit

6、ies and decisions localizedAdministrative Control-Centralized HQ control,formal planning and control,tight HQ-Sub linkageInternational Mentality-Management sees overseas operations as appendages to a domestic operationUKChileIndiaJapanUSAHKMexicoFrom:Bartlett and Ghoshal,Managing across borders,1989

7、Multidomestic MNCDecentralized Federation-Many key assets,responsibilities and decisions localizedPersonal Control-Informal HQ-Sub relationship,simple financial controlsMultidomestic Mentality-Management sees overseas operations as portfolio of independent businessesUKChileIndiaJapanUSAHKMexicoFrom:

8、Bartlett and Ghoshal,Managing across borders,1989Global MNCUKChileIndiaJapanUSACentralized Hub-Most strategic assets,resources,responsibilities and decisions centralizedOperational Control-Tight HQ control of decisions,resources,informationGlobal Mentality-Management sees overseas operations asdeliv

9、ery pipelines to a unified global marketHKMexicoFrom:Bartlett and Ghoshal,Managing across borders,1989Transnational MNCUKChileIndiaJapanUSANetworked Organization-Distributed,specialized resources and capabilitiesInterdependent Units-large flows of components,products,resources,people,and information

10、Transnational Mentality-Complex process of coordination and cooperation in an environment of shared decision makingHKMexico4.2国际成长战略密集型成长:市场渗透.市场开发,产品开发一体化成长:前一体化,后一体化,水平一体化多样化成长:同心多样化,水平多样化,综合多样化4.3 国际竞争战略Porters competitive strategy:National level:Diamond (4 factors)Industry level:5 ForcesCorporat

11、e level:Value Chain(价值链)4.3 国际竞争战略Firm as a chain of discrete value creating activitiesPrimary(基本活动)upstream activities:R&D,manufacturing downstream activities:marketing,sales,after sales serviceSupport(支持活动)infrastructure(general and administrative)human resources research and developmentInbound lo

12、gisticsServicesMarketing&Salesoutbound logisticsoperationsFirm InfrastructureHR ManagementTechnology DevelopmentProcurementMargin4.4国际战略联盟Cooperative agreements among competitors from different countriesRange from formal joint ventures(Fuji-Xerox)to particular task(such as developing a new product)4

13、.4.1国际战略联盟-优缺点AdvantagesFacilitate entry into a foreign country(Motorola-Toshiba,1980s)Allow sharing of fixed costs of new products/processes(Boeing and its suppliers)Bring together complementary skills and assets that can not easily be developed independently(Thomson-JVC)Help establish industry sta

14、ndards in technology(Philips-Matsushita)Reduce operating costs,e.g.,shared training,purchasing,procurement,etc.(KLM-CZ)4.4.1国际战略联盟-优缺点DisadvantagesGive competitors new technology/markets at low costDisproportional benefit accrual to partners4.4.2国际战略联盟-合作伙伴A suitable partnerHelps achieve strategic g

15、oals;brings needed,valuable capabilities Shares the firms vision for the alliances purposeIs not likely to exploit the alliance to its own ends-fair playTo select a partnerDo thorough background check from public sourcesCollect information from third parties who have personal experience with the lik

16、ely partner(s)Spend a lot of face-to-face time with likely partner(s)4.4.3 国际战略联盟-合作框架Protect technology/know-how that is not intended to be transferred(Boeing 767)Draw a solid contract with safeguards against opportunism(TRW-Japanese auto components suppliers)Achieve equitable gain through agreed s

17、waps of technology the other wants(licensing)Seek creditable,clearly articulated commitment to partner“behavior”a-priori4.4.3 国际战略联盟-协调管理Show sensitivity to cultural differences that explain different managerial stylesBuild trust(Mazda-Ford)Set up framework for formal and informal face-to-face meeti

18、ngs to create the opportunity for a common value system to emergeBuild an informal network of personal relationships Learn from partners(Toyota-GM JV)Apply the knowledge within your own organizationBrief your employees on partner strengths4.5 蓝海战略 W.Chan Kim&Renee Mauborgne(2005),INSEAD Value innova

19、tion:Cirque du Sonleil)New market creation:Different from low cost,differentiation,or focus4.5.1 Value innovation:the foundation CostBuyers value4.5.2 蓝海战略与竞争(红海)战略竞争竞争(红海红海)战略战略蓝海战略蓝海战略竞争于已有市场空间开创无人竞争的市场空间打败竞争对手甩脱竞争开发现有需求创造和获取新需求在价值与成本之间权衡取舍打破价值与成本之间权衡取舍按差异化或低成本的战略选择协调公司活动的全套系统为同时追求差异化和低成本协调公司活动的全套

20、系统4.5.3 蓝海战略的分析工具和框架 Opening Case:Casella Wines(Yellow Tail)战略布局图 四步动作框架:剔除-减少-增加-创造 良好战略的三个特点:重点突出;另辟蹊径;令人信服的主题句 研判价值曲线减少:哪些元素的含量应该被减少到产业标准以下?剔除:哪些被产业认定为理所当然的元素需要剔除?创造:哪些产业从未有过的元素需要创造?增加:哪些因素的含量应该被增加到产业标准以上?新价值曲线4.5.5 重建市场边界:六条路径跨越他择产业(Alternatives):Netjets,Easyjets跨越战略集团(Strategic Group):Bentley,L

21、exus,Curves跨越买方链(Buyers Chain):NovoPen,Bllomberg,SAP+Accenture跨越互补性产品和服务项目(Substitution):Philips Kettle.Virgin跨越针对卖方的功能与情感导向:(快美发屋,Starbucks)跨越时间(Time),预测潮流:iTune,IBM4.5.6 超越现有需求关注非顾客,打开新的需求.非顾客的三个层次:第一层次:准非顾客:Pret第二层次:拒绝型非顾客:JCDecaux第三层次:未探知型非顾客:Lockhead 选最大的那一块4.5.7 合理的战略顺序买方效用:是否杰出:CDi价格:大众能否轻松接受

22、:Swatch成本:能否达到:SAP-Accenture接受:障碍能否克服4.5.8 克服关键组织障碍关键组织障碍(Case:NY Police Bureau,Braton):资源障碍-有限的资源:热点 冷点 互通有无认知障碍-沉迷于现状:与不满顾客会面政治障碍-来自强大的既得利益者的反对:谋士 借助你的天使,让魔鬼闭嘴动力障碍:缺乏干劲的员工 中央瓶 鱼缸管理 任务微型化回顾与思考 联系实际,运用相关战略解释有关中国企业（除联想/海尔/TCL等以外）的国际化战略.推荐图书:蓝海战略(超越产业竞争开创全新市场)(Blue Ocean Strategy:How to Create Uncontested Market Space and Make Competition Irrelevant,by W.Chan Kim&Renee Mauborgne)