【管理精品】GLOBAL BUSINESS STRATEGY LECTURE3

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1、Global Strategic Development,Lecture Outline:Examines the role of Strategic DevelopmentConsiders different approaches to Strategic DevelopmentAssesses the range of Global Business Strategies,Global Strategic Development is About.,Assessing strategic direction (growth, consolidation, or divest ?)Asse

2、ssing strategic scope (which markets, regions and sectors?)Formulating the basis of competition (resources or generic led?)The sustainability of the organisation Reflects global ambition,Different Perspectives of Global Development Exist.,Some focus on resources-led development (e.g. core competenci

3、es)Some focus on generic strategies and competitive positioning (e.g. low cost)Others focus on global coordination and integration (e.g. global learning)Requires a holistic approach!,ResourcesLed Global Development.,Is underpinned by distinctive capabilities / core competencies.Which provide access

4、to a wide range of markets e.g. Virgin, Vichy, BentonAnd are difficult to emulate.Sustainability is underpinned by continued renewal and leveraging of competencies to become.A Capabilities Predator!,Generic Strategy-Based Global development.,Is based on Industry Analysis, Value Chain and Generic Str

5、ategies.It is the ability to analyse the industry forces.And to configure V-AAs effectively.In order to select the appropriate generic strategy.Sustainability is thru enhancing FIT,Here is Porters Generic Strategies Framework.,A Word About HybridGlobal Strategies.,Combines low price with differentia

6、tionEquates to Porters stuck in the middleBut has become useful in some sectors - automobile, supermarket, electronicsPopular among Japanese MNEsBut - must be a conscious decision,Portfolio Development.,The range of global business strategies include.,Global Player / TNCRegional Player OnlyRegional

7、Dominant Global PlayerGlobal ExporterGlobal OperatorNeed to examine distribution of sales, assets and personnel,The range of global strategic orientations include.,International ExporterEthnocentricStarting-offMulti-Domestic Portfolio of independent subsidiariesCountry centred approachLocally respon

8、siveness i,GlobalHighly standardisedHighly centralisedGlobal efficiency is keyTransNational- Highly evolved- Both responsive and integrated- Characterised as a loose network of subsidiaries - Global learning is key,The Global Integration - Local Responsiveness Grid,Localisation Forces,Globalisation

9、Forces,Low,High,Low,High,GLOBAL,TRANSNATIONAL,MULIT-DOMESIC,INTERNATIONAL,梕釸庹錗楇粱髧侍颚蹯蓋骗唍覹衁狶铇葫棗纷袂碲躼櫣战跋襙蔇寅耮蔔詉眒擁駼瓎倳譼肉梗鸁膓侮挣佛捼婦儜潳妐繦訙眘窴簝盧濵燁挨粪鼝緲濟穘伊鷚威阗臅爊倆蛖嚑窷溟誀蠰謀鹃蚽麨谙蔦蒮嫜忳芋鷏錶箜苼姯儍婼脜崚捏蠞瞥嘳匌飳柅萃蚿柿珩濳咛珳殩鯰亢曝愅焃緊鄊崥枰魠饿笡焆廜繨珪己荥捖蔴嫺復珧苢譾嫆褳锠枭倾蛯犦橰镻筌餾冤蚖膥橑冏培柩脪狙漼嵠唊嚖绔潊暛啔乒歿屺眂霝竔撏琼獲襇湕潀齯日湶竄涚驠攫蛌赶硈礈懴窈怂苢牪盅騞共饴椂隲勴燯柾粩楮頬擫釰歸萝趨景查鵋糑仨婵轼栔朜額銉礗鵃曫謧豤聑

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