8国际化策略.pptx
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1、International StrategyMichael A.HittR.Duane IrelandRobert E.HoskissonChapter 8Chapter 812003 Southwestern Publishing CompanyStrategy ImplementationStrategy ImplementationChapter 11Chapter 11OrganizationalOrganizationalStructure and Structure and ControlsControlsChapter 10Chapter 10CorporateCorporate
2、GovernanceGovernanceChapter 12Chapter 12StrategicStrategicLeadershipLeadershipStrategy FormulationStrategy FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturnsStrategic IntentStrategic IntentStrategic MissionStrategic MissionChapter 2Chapter 2The Extern
3、alThe ExternalEnvironmentEnvironmentChapter 3Chapter 3The InternalThe InternalEnvironmentEnvironmentThe Strategic Management ProcessFeedbackFeedbackStrategic InputsStrategic InputsStrategic ActionsStrategic ActionsChapter 13Chapter 13StrategicStrategicEntrepreneurshipEntrepreneurshipStrategic Outcom
4、esStrategic OutcomesChapter 6Chapter 6Corporate-Corporate-Level StrategyLevel StrategyChapter 5Chapter 5Competitive RivalryCompetitive Rivalryand Competitiveand CompetitiveDynamics Dynamics Chapter 8Chapter 8InternationalInternationalStrategyStrategyChapter 4Chapter 4Business-LevelBusiness-LevelStra
5、tegyStrategyChapter 7Chapter 7Acquisition andAcquisition andRestructuringRestructuringStrategiesStrategies2ExportingExportingLicensingLicensingStrategic Strategic alliancesalliancesAcquisitionsAcquisitionsEstablishment of Establishment of a new subsidiarya new subsidiaryInternational International b
6、usiness-level business-level strategystrategyMultidomestic Multidomestic strategystrategyGlobal strategyGlobal strategyTransnational Transnational strategystrategyOpportunities and Outcomes of International StrategyIncreased market Increased market sizesizeReturn on Return on investmentinvestmentEco
7、nomies of Economies of scale and learningscale and learningAdvantage in Advantage in locationlocationIdentify International Identify International OpportunitiesOpportunitiesExplore Resources Explore Resources and Capabilitiesand CapabilitiesUse Core Use Core CompetenceCompetenceInternational Interna
8、tional StrategiesStrategiesModes of EntryModes of Entry3Better Better performanceperformanceInnovationInnovationOpportunities and Outcomes of International Strategy:ContinuedExportingExportingLicensingLicensingStrategic Strategic alliancesalliancesAcquisitionsAcquisitionsEstablishment of Establishme
9、nt of a new subsidiarya new subsidiaryUse Core Use Core CompetenceCompetenceModes of EntryModes of EntryManagementproblems andriskManagementproblems andriskStrategic Strategic Competitiveness Competitiveness OutcomesOutcomes4International Strategy Life CycleProduction BecomesProduction BecomesStanda
10、rdized and isStandardized and isRelocated to LowRelocated to LowCost CountriesCost CountriesProduct DemandProduct DemandDevelops and FirmDevelops and FirmExports ProductsExports ProductsFirm IntroducesFirm IntroducesInnovation inInnovation inDomestic MarketDomestic MarketForeignForeignCompetitionCom
11、petitionBegins ProductionBegins ProductionFirm BeginsFirm BeginsProduction AbroadProduction AbroadSelling Products Selling Products or Services or Services Outside a Firms Outside a Firms Domestic MarketDomestic Market5Motivations for International Expansionl lIncrease Market ShareIncrease Market Sh
12、are domestic market may lack the size to support domestic market may lack the size to support efficient scaleefficient scale manufacturing facilities manufacturing facilitiesl lReturn on InvestmentReturn on Investment large investment projects may require global large investment projects may require
13、 global markets to justify the capital outlaysmarkets to justify the capital outlays weak patent protectionweak patent protection in some countries in some countries implies that firms should expand overseas implies that firms should expand overseas rapidly in order to preempt imitatorsrapidly in or
14、der to preempt imitators6Motivations for International Expansionl lEconomies of Scale or LearningEconomies of Scale or Learning expanding size or scope of markets helps to expanding size or scope of markets helps to achieve economies of scale in achieve economies of scale in manufacturing manufactur
15、ing as well as as well as marketing,R&D or distributionmarketing,R&D or distribution can can spread costsspread costs over a larger sales base over a larger sales base increase profit per unitincrease profit per unitl lLocation AdvantagesLocation Advantages low cost marketslow cost markets may aid i
16、n developing may aid in developing competitive advantagecompetitive advantage may achieve may achieve better access tobetter access to:Raw materialsRaw materials Lower cost laborLower cost labor Key customersKey customers EnergyEnergy7International Business-Level Strategy:Determinants of National Ad
17、vantageFactors ofFactors ofproductionproductionRelated andRelated andsupportingsupportingindustriesindustriesDemandDemandconditionsconditionsFirm strategy,Firm strategy,structure,andstructure,andrivalryrivalry8生產要素生產要素基本要素基本要素土地、勞工土地、勞工進階要素進階要素數位通訊系統數位通訊系統-高等教育勞動力高等教育勞動力-一般性要素一般性要素-高速公路系統、資本供應高速公路系統
18、、資本供應專門性要素專門性要素特殊產業技術人才特殊產業技術人才-母國的營運環境母國的營運環境是競爭優勢最重要的根基是競爭優勢最重要的根基PorterPorter 國家優勢的決定因素國家優勢的決定因素國家優勢的決定因素國家優勢的決定因素需求狀態需求狀態母國市場的購買母國市場的購買者對特定產業的者對特定產業的產品或服務需求產品或服務需求的性質與規模的性質與規模相關與支援性產業相關與支援性產業-日本:照相機與影印日本:照相機與影印機機-義大利:皮革與鞋業義大利:皮革與鞋業企業的策略、企業的策略、結構與對手結構與對手因國而異因國而異鑽石模式鑽石模式9International Business-Lev
19、el Strategy:Determinants of National Advantagel lFactors of production:Factors of production:the inputs necessary the inputs necessary to compete in any industryto compete in any industry laborlabor landland natural resourcesnatural resources capitalcapital infrastructureinfrastructure basic factors
20、 include natural and labor basic factors include natural and labor resourcesresources advanced factors include digital communication advanced factors include digital communication systems and educated workforcesystems and educated workforce10International Business-Level Strategy:Determinants of Nati
21、onal Advantagel lDemand conditions:Demand conditions:characterized by the characterized by the nature and size of buyers needs in the nature and size of buyers needs in the home markethome market for the industrys goods or for the industrys goods or servicesservices size of marketsize of market segm
22、ent can lead to segment can lead to scale-scale-efficient facilitiesefficient facilities efficiency can lead to efficiency can lead to dominationdomination of the of the industry in other countriesindustry in other countries specialized demandspecialized demand may create opportunities may create op
23、portunities beyond national boundariesbeyond national boundaries11International Business-Level Strategy:Determinants of National Advantagel lRelated and supporting industries:Related and supporting industries:supporting services,facilities,suppliers supporting services,facilities,suppliers and so on
24、and so on support in support in designdesign support in support in distributiondistribution related industries as suppliers and buyersrelated industries as suppliers and buyers12International Business-Level Strategy:Determinants of National Advantagel lFirm strategy,structure,and rivalry:Firm strate
25、gy,structure,and rivalry:the the pattern of strategy,structure,and rivalry pattern of strategy,structure,and rivalry among firmsamong firms common technical trainingcommon technical training methodological product and process methodological product and process improvementimprovement cooperative and
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