Your SlideShare is downloading. ×
10.ppt - The University of Oklahoma
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

10.ppt - The University of Oklahoma

1,751
views

Published on


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,751
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
35
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. International Strategic Management International strategic management is a comprehensive and ongoing management planning process aimed at formulating and implementing strategies that enable a firm to compete effectively internationally.
  • 2. International Strategies
    • International strategies are comprehensive frameworks for achieving a firm’s fundamental goals.
    • A firm’s strategic planners must answer the same fundamental questions:
      • What products and/or services does the firm intend to sell?
      • Where and how will it make those products or services?
      • Where and how will it sell them?
      • Where and how will it acquire the necessary resources?
      • How does it expect to outperform its competitors?
  • 3. International Strategies (cont.)
    • International businesses have the ability to exploit three sources of competitive advantage unavailable to domestic firms:
      • Global efficiencies
      • Multinational flexibility
      • Worldwide learning
  • 4. Strategic Alternatives
    • Multinational corporations typically adopt one of four strategic alternatives in their attempt to balance the three goals of global efficiencies, multinational flexibility, and worldwide learning:
      • Home replication strategy
      • Multidomestic strategy
      • Global strategy
      • Transnational strategy
  • 5. Home Replication Strategy
    • In this approach, a firm utilizes the core competency or firm-specific advantage it developed at home as its main competitive weapon in the foreign markets that it enters. That is, it takes what it does exceptionally well in its home market and attempts to duplicate it in foreign markets.
  • 6. The Multidomestic Strategy
    • A multidomestic corporation views itself as a collection of relatively independent operating subsidiaries, each of which focuses on a specific domestic market. In addition, each of these subsidiaries is free to customize its products, its marketing campaigns, and its operations techniques to best meet the needs of its local customers.
  • 7. The Global Strategy
    • A global corporation views the world as a single marketplace and has as its primary goal the creation of standardized goods and services that will address the needs of customers worldwide. The global strategy is almost the exact opposite of the multidomestic strategy.
  • 8. The Transnational Strategy
    • The transnational corporation attempts to combine the benefits of global scale efficiencies, such as those pursued by a global corporation, with the benefits and advantages of local responsiveness, which is the goal of a multidomestic corporation.
  • 9. Components of an International Strategy
    • Managers who engage in international strategic planning need to address the four basic components of strategy development:
      • Distinctive competence
      • Scope of operations
      • Resource deployment
      • Synergy
  • 10. Distinctive Competence
    • Distinctive competence answers the question “What do we do exceptionally well, especially as compared to our competitors?” A firm’s distinctive competence may be cutting-edge technology, efficient distribution networks, superior organizational practices, or well-respected brand names.
  • 11. Scope of Operations
    • The scope of operations answers the question “Where are we going to conduct business?” Scope may be defined in terms of geographical regions, such as countries, regions within a country, and/or clusters of countries. Or it may focus on market or product niches within one or more regions, such as the premium-quality market niche, the low-cost market niche, or other specialized market niches.
  • 12. Resource Deployment
    • Resource deployment answers the question “Given that we are going to compete in these markets, how will we allocate our resources to them?” For example, even though Disney will soon have theme park operations in four countries, the firm does not have an equal resource commitment to each market.
  • 13. Synergy
    • Synergy answers the question “How can different elements of our business benefit each other?” The goal of synergy is to create a situation where the whole is greater than the sum of the parts.
  • 14. Developing International Strategies
    • Firms generally carry out international strategic management in two broad stages:
      • Strategy formulation
      • Strategy implementation
  • 15. Strategy Formulation
    • In strategy formulation , the firm establishes its goals and the strategic plan that will lead to the achievement of those goals. In international strategy formulation, managers develop, refine, and agree on which markets to enter (or exit) and how best to compete in each.
  • 16. Strategy Implementation
    • In strategy implementation , the firm develops the tactics for achieving the formulated international strategies. Disney’s decision to build Disneyland Paris was part of strategy formulation. But deciding which attractions to include, when to open, and what to charge for admission is part of strategy implementation .
  • 17. SWOT Analysis A SWOT analysis consists of a firm looking at its strengths , weaknesses , opportunities , and threats .
  • 18. Strategic Goals Strategic goals are the major objectives the firm wants to accomplish through pursuing a particular course of action. By definition, they should be measurable, feasible, and time-limited, answering the questions “how much, how, and by when?”
  • 19. Control Framework A control framework is the set of managerial and organizational processes that keep the firm moving toward its strategic goals.
  • 20. Levels of International Strategy
    • Given the complexities of international strategic management, many international businesses find it useful to develop strategies for three distinct levels within the organization:
      • Corporate
      • Business
      • Functional
  • 21. Corporate Strategy
    • Corporate strategy attempts to define the domain of businesses the firm intends to operate. A firm might adopt any of three forms of corporate strategy:
      • Single business strategy
      • Related diversification strategy
      • Unrelated diversification strategy
  • 22. Business Strategy
    • Whereas corporate strategy deals with the overall organization, business strategy focuses on specific businesses, subsidiaries, or operating units within the firm. The three basic forms of business strategy are:
      • Differentiation
      • Overall cost leadership
      • Focus
  • 23. Functional Strategy
    • Functional strategies attempt to answer the question “How will we manage the functions of finance, marketing, operations, human resources, and research and development in ways consistent with our international corporate strategies?”
  • 24. Common Functional Strategies
    • Some common functional strategies are:
      • Financial strategy
      • Marketing strategy
      • Operations strategy
      • Human resource strategy
      • Research and development strategy