The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
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Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Learning Objectives
Outline the process of strategic planning in the context of the global marketplace.
Examine both the external and internal factors that determine the conditions for development of strategy and resource allocation.
Illustrate how best to utilize the environmental conditions within the competitive challenges and resources of the firm to develop effective programs.
Suggest how to achieve a balance between local and regional/global priorities and concerns in the implementation of strategy.
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University of Phoenix Students focuses on the latest study guide of STR 581 Capstone Final Examination Part Three, STR 581 Capstone Final Examination Part Three Answers, UOP STR 581 Capstone Final Examination Part Three Questions and Answers Free, Capstone STR 581 Final Examination Part Three Week 1-6 Final Exam through by UOP E Help : http://www.uopehelp.com/University-of-phoenix/STR-581-Capstone-Final-Examination-Part-Three-Latest.html
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.
International Competitive Strategy
Chapter 9
1
9-2
Learning Objectives
LO 9-1 Explain international strategy, competencies, and international competitive advantage.
LO 9-2 Describe the steps in the global strategic planning process.
LO 9-3 Explain the purpose of mission statements, vision statements, values statements, objectives, quantified goals, and strategies.
LO 9-4 Explain home replication, multidomestic, global, regional, and transnational strategies and when to use them.
LO 9-5 Describe the methods of and new directions in strategic planning.
What is International Strategy?
The way firms make choices about acquiring and using scarce resources in order to achieve their international objectives
Involves decisions that deal with all the various functions, products and regional unit activities of a company.
decisions about which markets to enter with which products, when and how
all the various functions and activities of the company and how they interact
ensuring that strategy is consistent across functions, products, and regional units
a variety of unique demands associated with operating internationally
3
International Strategy
The goal is to achieve and maintain a unique and valuable position both within a nation and globally:
IOW: Have a competitive advantage
Competitive advantage is the ability of a company to have higher rates of profits than its competitors
4
Competitive Advantage
To create a sustainable competitive advantage, a company tries to develop skills and control resources that:
Create value for customers
Are rare
Are difficult to imitate or substitute for
Are organized in a way that the company can fully exploit
5
Competitive Advantage and International Companies
The challenge for international companies is that:
Resources are always scarce.
There are many alternatives for using these scarce resources
(for example, which foreign markets to enter).
These alternatives are not equally attractive.
Could be more costs or other risks involved
Competitive Advantage and International Companies
Managers must make choices regarding what to do, and what not to do, now and over time.
Companies make different choices, which have implications for each company’s ability to meet the needs of customers and create a defensible competitive position internationally.
Without adequate planning, managers are more likely to make decisions that do not make good sense competitively.
9-8
The Competitive Challenge Facing Managers of International Businesses
Managers must
quickly identify and exploit opportunities wherever they occur, domestically and internationally
fully understand why, how, where, and when to do business in specific world markets
know the company’s strategic mission, its strengths and its weaknesses
Global Strategic Planning:
Why Plan Globally?
Provides a means for top management to
Identify opportunities and threats
Formulate strategie.
Set of decision and actions resulting in formulating and implementation of strategies designed to achieve the objectives of an organization.
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
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The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Digital Tools and AI for Teaching Learning and Research
STRATEGY FORMULATION PPT
1. Chapter
8
Strategy Formulation and
Implementation
1. IDENTIFY the basic steps in strategic planning, including
environmental scanning, internal resource analysis of the
MNC’s strengths and weaknesses, and goal formulation.
2. DESCRIBE how an MNC implements the strategic plan,
such as how it chooses a site for overseas operations.
3. REVIEW the three major functions of marketing,
production, and finance that are used in implementing a
strategic plan.
The specific objectives of this chapter are:
2. Chapter
8
Strategy Formulation and
Implementation
4. DESCRIBE how an MNC implements the strategic plan,
such as how it chooses a site for overseas operations.
5. REVIEW the three major functions of marketing,
production, and finance that are used in implementing a
strategic plan.
6. EXPLAIN specialized strategies appropriate for emerging
markets and international new ventures.
The specific objectives of this chapter are:
3. 3
Strategic Management
Strategic management
Process of determining an organization’s basic mission and
long-term objectives, and then implementing a plan of action
for pursuing this mission and attaining these objectives
How to allocate finite resources to achieve long-term
objectives
Growing need for strategic management
Increasingly diversified operations in a continuously
changing international environment.
More resources, more places to allocate them
Increased complexity
4. 4
Approaches to Strategic Planning
Economic
Imperative
Economic
Imperative
Quality
Imperative
Quality
Imperative
Political
Imperative
Political
Imperative
Administrative
Coordination
Administrative
Coordination
5. 5
Approaches to Strategic Planning
Economic imperative focused MNCs
employ a worldwide strategy based on cost
leadership, differentiation, and segmentation
They often sell products for which a large portion of value is added
in the upstream activities of the industry’s value chain
Research and development
Manufacturing
Distribution
Strategy also used when the product is regarded as a generic good
and therefore does not have to be sold based on name brand or
support service
Economic
Imperative
Economic
Imperative
6. 6
Approaches to Strategic Planning
MNCs using the political imperative
approach to strategic planning are country-
responsive; their approach is designed to protect
local market niches
Success of the product or service depends heavily on
Marketing
Sales
Service
These MNCs often use a country-centered or
multidomestic strategy.
Political
Imperative
Political
Imperative
7. 7
Approaches to Strategic Planning
Two paths of quality imperative
Change in attitudes and a raising of
expectation for service quality
Implementation of management practices designed to make
quality improvement an ongoing process
“Total quality management,” (TQM)
Cross-training personnel to do the jobs of all members in their
work group
Process re-engineering designed to help identify and eliminate
redundant tasks and wasteful effort
Reward systems designed to reinforce quality performance
Quality
Imperative
Quality
Imperative
8. 8
Total Quality Management
Quality is operationalized by meeting or exceeding
customer expectations
The quality strategy is formulated at the top management
level and is diffused throughout the organization
Deliver quality products or services to internal and external
customers.
TQM techniques
Traditional inspection (no!) and statistical quality control
Cutting-edge human resource management techniques, such
as self-managing teams and empowerment
9. 9
Approaches to Strategic Planning
Administrative coordination approach
MNC makes strategic decisions based on
merits of the individual situation rather than using a
predetermined economic or political strategy
Least common approach to formulation and implementation
of strategy because of the firm’s desire to coordinate its
strategy both regionally and globally
Administrative
Coordination
Administrative
Coordination
10. 10
Approaches to Strategic Planning
Globalization
Production and distribution of products and services of a
homogeneous type and quality on a worldwide basis
Many customers of MNCs have homogenized tastes, which
helps spread international consumerism
National responsiveness
Understand different consumer tastes in segmented regional
markets
Respond to different national standards and regulations
imposed by autonomous governments and agencies
Adapt tools and techniques for managing the local workforce
11. 11
Global Integration vs. National
Responsiveness
Global
strategy
Global
strategy
International
strategy
International
strategy
Transnational
strategy
Transnational
strategy
Multi-domestic
strategy
Multi-domestic
strategy
National responsiveness
Low High
Globalintegration
Low
High
Adapted from Figure 8–1: Global Integration vs. National Responsiveness
12. 12
Summary of Approaches to
Strategic Planning
The appropriateness of each strategy depends on pressures for cost
reduction and local responsiveness in each country served
A global strategy is a low-cost strategy which attempts to benefit from
scale economies in production, distribution, and marketing
A transnational strategy should be pursued when there are high cost
pressures and high demands for local responsiveness
Pressures for cost reduction and local responsiveness put
contradictory demands on a company because localized product
offerings increase cost
Organizations that can find appropriate synergies in global
corporate functions can leverage a transnational strategy
effectively
13. 13
Elements of Strategic Planning for
International Management
External Environmental
Scanning for MNC
Opportunities and Threats
External Environmental
Scanning for MNC
Opportunities and Threats
Internal Resource Analysis of
MNC Strengths and
Weaknesses
Internal Resource Analysis of
MNC Strengths and
Weaknesses
Strategic Planning
Goals
Strategic Planning
Goals
IMPLEMENTATIONIMPLEMENTATION
Adapted from Figure 8–2: Basic Elements of Strategic Planning for International Management
14. 14
Elements of Strategic Planning for
International Management
Environmental scanning
External Environmental
Scanning for MNC
Opportunities and Threats
External Environmental
Scanning for MNC
Opportunities and Threats
Provide management with accurate forecasts of trends that relate
to external changes in geographic areas where the firm is
currently doing business or considering setting up operations
These changes relate to the economy, competition, political
stability, technology, and demographic consumer data
ECLIPTER
Econography, Culture, Legal Systems, Income Profile, Political Risk,
Tax Systems, and Exchange Rates
15. 15
Elements of Strategic Planning for
International Management
Internal Resource Analysis
Internal Resource Analysis of
MNC Strengths and
Weaknesses
Internal Resource Analysis of
MNC Strengths and
Weaknesses
Evaluate the MNC’s current managerial, technical, material, and
financial strengths and weaknesses
Assessment then is used to determine its ability to take
advantage of international market opportunities
Match external opportunities (gained through the
environmental scan) with internal capabilities (gained
through the internal resource analysis
Key factors for success
The key question for the MNC is: Do we have the people and
resources that can help us to develop and sustain the necessary
KFSs, or can we acquire them?
16. 16
Elements of Strategic Planning for
International Management
Strategic Planning Goals
Goal formulation often precedes the first two steps of
environmental scanning and internal resource analysis
However, more specific goals for the strategic plan come out of
external scanning and internal analysis
These goals typically serve as an umbrella beneath which
the subsidiaries and other international groups operate
Profitability and marketing goals almost always dominate
the strategic plans of today’s MNCs
Once the strategic goals are set, the MNC will develop
specific operational goals and controls for the subsidiary or
affiliate level
Strategic Planning
Goals
Strategic Planning
Goals
17. 17
Formulation of MNC Goals
Adapted from Table 8–1: Areas for Formulation of MNC Goals
18. 18
Formulation of MNC Goals
Adapted from Table 8–1: Areas for Formulation of MNC Goals
19. 19
Elements of Strategic Planning for
International Management
Implementation
Provides goods and services in accord with a plan of action
Often, this plan will have an overall philosophy or series of
guidelines that direct the process
Considerations in selecting a country
Advanced industrialized countries because they offer the
largest markets for goods and services
Amount of government control.
Restrictions on foreign investment.
Specific benefits offered by host countries
IMPLEMENTATIONIMPLEMENTATION
20. 20
Elements of Strategic Planning for
International Management
Implementation
Local issues
Once the country has been decided, the firm must choose the
specific locale
Important factors influencing this choice include
Access to markets
Proximity to competitors
Availability of transportation and electric power
Desirability of the location for employees coming in
from the outside
IMPLEMENTATIONIMPLEMENTATION
21. 21
Elements of Strategic Planning for
International Management
Implementation
Production
When exporting goods to a foreign market, the production
process traditionally has been handled through domestic
operations.
More recently MNCs have found that whether they are
exporting or producing the goods locally in the host country,
consideration of worldwide production is important.
A recent trend has been away from multi-domestic approach
and toward global coordination of operations
IMPLEMENTATIONIMPLEMENTATION
22. 22
Elements of Strategic Planning for
International Management
Implementation
Finance
Transferring funds from one place in the world to another,
or borrowing funds in the international money markets,
often is less expensive than relying on local sources
Issues include
Re-evaluation of currencies
Privatization
Strategies for the base of the pyramid
International New Ventures and “Born-Global” Firms
IMPLEMENTATIONIMPLEMENTATION
23. 23
Elements of Strategic Planning for
International Management
Implementation
Strategies for the “base of the pyramid” (BOP)
Emerging market customers
People at the bottom of the economic pyramid (4 billion)
Marketing at BOP forces consideration of smaller-scale
strategies
Building relationships with local governments, small
entrepreneurs, and nonprofits
Less dependence on established partners such as central
governments and large local companies
International New Ventures and “Born-Global” Firms
IMPLEMENTATIONIMPLEMENTATION
24. 24
Elements of Strategic Planning for
International Management
Implementation
International New Ventures and “Born-Global” Firms
firms that engage in significant international activity a short
time after being established
Successful born-global firms leverage a distinctive mix of
orientations and strategies
Global technological competence
Unique-products development
Quality focus
Leveraging of foreign distributor competences
IMPLEMENTATIONIMPLEMENTATION