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1、 2003SouthwesternPublishingCompany 1 InternationalStrategy MichaelA HittR DuaneIrelandRobertE Hoskisson Chapter8 2 StrategyImplementation Chapter11OrganizationalStructureandControls Chapter10CorporateGovernance Chapter12StrategicLeadership StrategyFormulation StrategicCompetitivenessAbove AverageRet
2、urns StrategicIntentStrategicMission Chapter2TheExternalEnvironment Chapter3TheInternalEnvironment TheStrategicManagementProcess Feedback StrategicInputs StrategicActions Chapter13StrategicEntrepreneurship StrategicOutcomes Chapter6Corporate LevelStrategy Chapter5CompetitiveRivalryandCompetitiveDyna
3、mics Chapter8InternationalStrategy Chapter4Business LevelStrategy Chapter7AcquisitionandRestructuringStrategies 3 ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiary Internationalbusiness levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategy Opportunitiesand
4、OutcomesofInternationalStrategy IncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocation IdentifyInternationalOpportunities ExploreResourcesandCapabilities UseCoreCompetence InternationalStrategies ModesofEntry 4 Betterperformance Innovation OpportunitiesandOutcomesofInter
5、nationalStrategy Continued ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiary UseCoreCompetence ModesofEntry StrategicCompetitivenessOutcomes 5 InternationalStrategyLifeCycle SellingProductsorServicesOutsideaFirm sDomesticMarket 6 MotivationsforInternationalExpansion Incre
6、aseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators 7 MotivationsforIn
7、ternationalExpansion EconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing R Dordistributioncanspreadcostsoveralargersales baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetterac
8、cessto RawmaterialsLowercostlabor KeycustomersEnergy 8 InternationalBusiness LevelStrategy DeterminantsofNationalAdvantage 9 生產要素基本要素土地 勞工進階要素數位通訊系統高等教育勞動力一般性要素高速公路系統 資本供應專門性要素特殊產業技術人才 母國的營運環境是競爭優勢最重要的根基 Porter 國家優勢的決定因素 需求狀態母國市場的購買者對特定產業的產品或服務需求的性質與規模 相關與支援性產業 日本 照相機與影印機 義大利 皮革與鞋業 企業的策略 結構與對手因國而異 鑽
9、石模式 10 InternationalBusiness LevelStrategy DeterminantsofNationalAdvantage Factorsofproduction theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce 11 Int
10、ernationalBusiness LevelStrategy DeterminantsofNationalAdvantage Demandconditions characterizedbythenatureandsizeofbuyers needsinthehomemarketfortheindustry sgoodsorservicessizeofmarketsegmentcanleadtoscale efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddeman
11、dmaycreateopportunitiesbeyondnationalboundaries 12 InternationalBusiness LevelStrategy DeterminantsofNationalAdvantage Relatedandsupportingindustries supportingservices facilities suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers 13 InternationalBusiness Level
12、Strategy DeterminantsofNationalAdvantage Firmstrategy structure andrivalry thepatternofstrategy structure andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems 14 InternationalCorporate LevelStrategy NeedforLocalResponsiveness NeedforGl
13、obalIntegration Low High Low High 15 InternationalCorporate LevelStrategy Typeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness leve
14、lstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits 16 InternationalCorporate LevelStrategy MultidomesticStrategy Strategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits SBU ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependent
15、ofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope 17 InternationalCorporate LevelStrategy GlobalStrategy ProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness levelstrategie
16、sarecentralizedinthehomeofficeStrategicbusinessunits SBU areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders whichalsomakesitdifficulttomanage 18 InternationalCorporate LevelStrategy TransnationalStrategy SeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketrespon
