The document discusses strategies for global expansion. It explains that companies expand globally to access new markets as demand becomes more homogeneous worldwide. There are two main strategies - global strategy, which treats the world as a single market, and multidomestic strategy, which customizes approach to local markets. Factors driving globalization include declining costs of transportation, communication, and R&D. Companies must balance benefits of global scale against costs of flexibility and coordination when expanding globally.

1. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-1
Global Strategy:
Harnessing New Markets
by Robert Pitts
& David Lei
Slides prepared by
John P. Orr
Webster University
Chapter 7

2. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-2
What you will learn…
• Why companies need to develop
strategies to expand across national
borders
• The key environmental factors that
promote the need to expand into
overseas markets
• The two basic strategies used for
expanding overseas:
– Global
– Multidomestic
Slide 1 of 2

3. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-3
What you will learn…
• Balancing the benefits and costs
of overseas expansion
• How companies can continue
to grow by becoming
global players
Slide 2 of 2

4. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-4
Global Strategy: Introduction
• Globalization
– Viewing the world as a single market for the
firm;
– The process by which the firm expands
across different regions and national
markets.
• Industry-Level View of Globalization
– Changes in economic factors, such as
economies of scale, experience, and R&D,
which make competing on a worldwide basis
a necessity.

5. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-5
Building Global
Capabilities at Nokia
• Digital, wireless and
broadband
• Strategy: Low-cost producer
• Narrowing of product lines
• Partnership plant in China
• Digital innovation and 3G
• Globalized R&D efforts
Strategic
Snapshot

6. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-6
Factors Promoting
the Globalization of Markets
• Narrowing of demand characteristics
• Escalating costs of R&D
• Cost reduction pressures and R&D
• Government industrial policies
• Reduction of factor costs (e.g., labor, capital)
• Rise of new distribution channels
• Reduction of transportation, communication,
and storage costs
• Internet access
• Reduction of tariffs worldwide
Exhibit 7-1

7. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-7
Examples of
Growing Homogeneity of Demand
• Communications equipment
• Cellular phones
• Sony Walkmans
• Levi’s jeans
• Commercial banking
• Financial services
• Color televisions and VCRs
• Semiconductors
Exhibit 7-2A

8. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-8
Examples of
Growing Homogeneity of Demand
• Machine tools
• Computers
• Pharmaceuticals
• Construction equipment
• Commercial aircraft
• Hollywood films
• Television shows
• Data and computer networks
Exhibit 7-2B

9. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-9
Examples of R&D Intensive Industries
• Semiconductors
• Software
• Biotechnology
• Communications systems
• Pharmaceuticals
• Commercial aircraft
• Electronics
• Composite materials
Exhibit 7-3A

10. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-10
Examples of R&D Intensive Industries
• Advanced imaging systems
• Medical equipment
• Fiber optics
Exhibit 7-3B

11. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-11
Rising Economies
of Scale/ Cost Pressures
• Steel
• Automobile engines
• Color television tubes
• Semiconductors
• Fiber optics
• Office equipment
• Telecommunications
• Aircraft
• Chemicals
Exhibit 7-4

12. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-12
Strategic
Competency in action
Creating Distinctive Value:
China’s TCL
• Shifting to top-tier products
• Purchasing Thomson’s plants
• Manufacturing capability +
economics of scale
• Chairman Li pushes free-market model
• Overcoming value-chain gaps

13. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-13
Government Initiatives
to Promote Industrial Development
Sematech
(semiconductors)
Steel, Computers, Autos,
Artificial Intelligence,
Advanced Materials,
Aerospace
Semiconductors, Aerospace,
Automobiles, Advanced
Lasers, Optics
US
Japan
EU
Exhibit 7-5

14. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-14
Examples of Declining Costs
Transport Costs
• Containerization
• Intermodal shipping/rail
• Air freight
Communication Costs
• More global long distance carriers
• Better ways to transmit voice, video data
• Internet access
Exhibit 7-6A

15. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-15
Examples of Declining Costs
Storage Costs
• Refrigeration
• Just-in-time inventory
• Reduction of perishability
• Supply chain management
• Virtual production/design
Exhibit 7-6B

16. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-16
Global Strategy of Expansion
• Systemwide approach to competing worldwide
• Mutually interdependent subsidiaries
• Centralized control and reporting of activities
• Facilitates cross-subsidization policies across markets
Exhibit 7-7

17. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-17
Characteristics of a Global Strategy
• Standard products
• Global economies of scale in key
components and activities
• Leverage technology across many
markets
• Global coordination of marketing and
sales systemwide
• Cross-subsidization policies to
respond to competitive moves by other
global strategy firms
Exhibit 7-8

18. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-18
Multidomestic Strategy of Expansion
• Competitive advantage is built in each separate national or regional market.
• Markets and subunits are treated independently from one another.
• Decentralized controls of activities, reporting back to headquarters.
Exhibit 7-9

19. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-19
Characteristics
of a Multidomestic Strategy
• Customization or frequent adaptation
of products for each separate market
• Few systemwide opportunities for
economies of scale
• Value-adding activities performed and
duplicated in each market
• Coordination of marketing and sales
within each market
• Quality and image across markets are
important sources of competitive
advantage
Exhibit 7-10

20. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-20
Benefits of Global Expansion
• Market growth and expansion
opportunities
• Recovery of R&D and investment costs
• Creation of a distinct image
• Accelerated learning and
transfer of new skills
Exhibit 7-11

21. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-21
Costs
Associated with Global Expansion
Costs of Strategic Leverage
• Sustained investment required
• Preserving and extending image
Costs of Flexibility
• High interdependence of subsidiaries
(and businesses)
• Change or development affecting all
markets
Exhibit 7-12A

22. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-22
Costs
Associated with Global Expansion
Costs of Cooperation
• Compromise
• Accountability
Exhibit 7-12B

23. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-23
Balancing Global & Multidomestic
Ford 2000 global
product teams
• Small car
• Midsized car
• Luxury car
• SUV
• Commercial truck

24. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-24
Balancing Global & Multidomestic
Personal care products
• P&G uses blended strategy
• Bausch & Lomb pursues
regional gains

25. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-25
Ethics: Global Concerns
Scandals with global reach
• Lloyd’s of London embezzlement
• French, German stock market
fraud
• Japanese business, political
scandals

26. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved. Slide 7-26
Ethics: Global Concerns
Varying approaches to ethics
• Individual views strongly shape
ethics of U.S. workers
• Asian workers seen as ‘industrial
soldiers’
• U.S. enacts Foreign
Corrupt Practices Act