1.  PORTER’S GENERIC
STRATEGIES
INTERNATIONAL STRATEGY
 K.venkatesh

3. GENERIC STRATEGIES
INDUSTRYWIDE COST LEADERSHIP DIFFERENTATION
COMPETITIVE SCOPE
PARTICULARLY
SEGMENT ONLY FOCUS

4. Cost leadership:
An integrated set of actions designed to
produce or deliver goods or services at the
lowest cost, relative to competitors with
features that are acceptable to customers.
relatively standardized products
features acceptable to many customers
lowest competitive price

5. IT REQUIRES AN ORGANIZATION TO
PURSUE:
Aggressive construction of efficient-scale facilities.
cost reduction from experience.
avoidance of marginal customer accounts.
cost minimization in areas like R&D, services , sales
force , and advertising.

6. 0%
6%
12%
5%
6%
71%
NOKIA SAMSUNG HTC
RIM APPLE OTHERS
Sales
NOKIA
4% SAMSUNG
12%
HTC
32%
10% RIM
11% APPLE
OTHERS
31%

7. DIFFERENTIATION
Value provided by unique features and
value characteristics
Ways of differentiate:
 CREATIVITY
 CUSTOMIZING PRODUCTS TO SUIT
 CONSUMER SPECIFIC REQUIREMENTS
 MARKETING ABILITIES
 RELIABILITY

8. Lunched in 2001 association with Glenn Kerr
Tokyo R&D
43% share of Indian 150cc segment
High capacity
Sporty & stylish

9. FOCUS STRATEGIES
A focus strategy must exploit a narrow
target’s differences from the balance of the
industry by:
Isolating a particular buyer group
Isolating a unique segment of a product line
Concentrating on a particular geographic market
finding their “niche”

11. International Strategy

13. Sources of competitive advantage:
National Differences
Economies of Scale
Economies of Scope

14. TYPES:
MULTIDOMKESTIC STRATEGY
GLOBAL STRATEGY
INTERNATIONAL STRATEGY
TRANSNATIONAL STRATEGY

15. ORGANIZATIONAL MULTIDOMESTIC GLOBAL INTERNATIONAL
CHARECTERISTIC
CONFIGURATION Decentralized & Centralized & core
OF nationally globally scaled competencies
ASSETS&CAPABILI sufficient centralized
TIES
ROLE OF Sensing & Implementing Adapting &
OVERSIES exploiting local parent company leveraging parent
OPERATIONS opportunities strategies company
competences
DEVELOPMENT&DI Knowledge Knowledge Knowledge
FUSION OF developed & developed & developed at the
KNOWLEDGE retained with each retained at the centre &
unit centre transferred to
overseas units

16. ENTRY MODE STRATEGIES:
EXPORTING
LICENSING
FRANCHISING
STRATEGIC ALLIANCES
JOINT VENTURE
WHOLLY OWNED SUBSIDIARY