The document discusses various international strategies that firms can employ, including global, multidomestic, and transnational strategies. It also examines factors that motivate firms to expand globally as well as risks they may face. Different entry modes such as exporting, licensing, joint ventures, and wholly owned subsidiaries are analyzed in terms of the control and risk involved.
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
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.
Learning Objectives
To gain an understanding of the need for research.
To explore the differences between domestic and international research.
To learn where to find and how to use sources of secondary information.
To gain insight into the gathering of primary data.
To examine the need for international management information systems.
Learning Objectives
To learn how firms gradually progress through an internationalization process.
To understand the strategic effects of internationalization.
To study the various modes of entering international markets.
To understand the role and functions of international intermediaries.
To learn about the opportunities and challenges of cooperative market development.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
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.
Learning Objectives
To gain an understanding of the need for research.
To explore the differences between domestic and international research.
To learn where to find and how to use sources of secondary information.
To gain insight into the gathering of primary data.
To examine the need for international management information systems.
Learning Objectives
To learn how firms gradually progress through an internationalization process.
To understand the strategic effects of internationalization.
To study the various modes of entering international markets.
To understand the role and functions of international intermediaries.
To learn about the opportunities and challenges of cooperative market development.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
This is university presentation, using UK Texcraft company as an example. There can be presence of number distortion as there was no evidence about financial situation of firm. The aim of presentation is to to find 2 suitable countries for market penetration and a partner to gain advantage over local competitors.
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PowerPoint presentation provides a simplified definition of the concept of Global Value Chains (GVCs), for beginners in the topic of international trade and for economic and social policy makers.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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International Strategy: Creating Value in Global Markets
1. LOGO
Chapter 7
International Strategy:
Creating Value in
Global Markets
Arriola, Alice Elaine
Caparida, Regine
Guintaran, Christy
Hamelarin, Irene
Igoy, Carolyn
2. Topics
Why international expansion?
Determinants of national competitive
advantage.
Motivations and risks of global expansion.
Two opposing forces—cost reduction and
adaptation to local markets.
International Strategies.
Entry strategies
3. Drivers of Globalization
increased similarity of lifestyles
global communications
fast communication
pressures to reduce costs
4. Population of Selected Nations
Country July 2002 (estimated)
China 1,284,303,000
India 1045,845,000
United States 280,562,000
Japan 126,974,000
Germany 83,251,000
Exhibit 7.2 Populations of Selected Nations
Source: www.brainyatlas.com/geos/gm.html.
5. Motivations for International Expansion
Increase Market Size
Domestic market may lack the size to support efficient
scale manufacturing facilities
6. Motivations for International Expansion
Increase Market Size
Domestic market may lack the size to support efficient
scale manufacturing facilities
Japanese electronics or automobile manufacturers
7. Motivations for International Expansion
Increase Market Size
Domestic market may lack the size to support efficient
scale manufacturing facilities
Japanese electronics or automobile manufacturers
Return on Investment
Large investment projects may require global markets to
justify the capital outlays
8. Motivations for International Expansion
Increase Market Size
Domestic market may lack the size to support efficient
scale manufacturing facilities
Japanese electronics or automobile manufacturers
Return on Investment
Large investment projects may require global markets to
justify the capital outlays
Aircraft manufacturers Boeing or Airbus
9. Motivations for International Expansion
Economies of Scale or Learning
Expanding size or scope of markets helps to achieve
economies of scale in manufacturing as well as
marketing, R & D or distribution
- Can spread costs over a larger sales base
- Increase profit per unit
10. Motives for Int’l Expansion
Optimize the physical location for
every activity in its value chain
Performance enhancement
Cost reduction
Risk reduction
11. Porter’s Determinants of National Advantage
Home country of origin is crucial to
International success
12. Porter’s Determinants of National Advantage
Home country of origin is crucial to International success
Factor Conditions
Basic Factors
- Land, labor
Advanced Factors
- Highly educated workers
- Digital communications
Generalized Factors
- Capital, infrastructure
Specialized Factors
- Skilled personnel
13. Factor Conditions
To achieve competitive advantage,
factors of production must be created
Industry specific
Firm specific
Pool of resources at a firm’s or country’s
disposal is less important than the speed and
efficiency with which the resources are
deployed
14. Porter’s Determinants of National Advantage
Home country of origin is crucial to International success
Factor Conditions Demand
Basic Factors Conditions
- Land, labor
Advanced Factors Home country
- Highly educated workers may support
- Digital communications scale efficient
Generalized Factors operations by
- Capital, infrastructure itself
Specialized Factors
- Skilled personnel
15. Demand Conditions
Demands that consumers place on an
industry for goods and services
Demanding consumers push firms to move
ahead of companies from other nations
Demanding consumers drive firms in a
country to
• Meet high standards
• Upgrade existing products and services
• Create innovative products and services
16. Porter’s Determinants of National Advantage
Home country of origin is crucial to International success
Related & Supporting
Industries
- Japanese cameras & copiers
Factor Conditions - Italian shoes & leather
Basic Factors
- Land, labor Demand
Advanced Factors Conditions
- Highly educated workers Home country may
- Digital communications support scale efficient
Generalized Factors operations by itself
- Capital, infrastructure
Specialized Factors
- Skilled personnel
17. Related and Supporting Industries
Related and supporting industries
Enable firms to manage inputs more
effectively
• Strong supplier base adds efficiency to
downstream activities
• Competitive supplier base lets a firm obtain inputs
using cost-effective, timely methods
Allow joint efforts among firms
Create the probability that new entrants will
enter the market
18. Porter’s Determinants of National Advantage
Home country of origin is crucial to International success
Related & Supporting
Industries
- Japanese cameras & copiers
Factor Conditions - Italian shoes & leather
Basic Factors
- Land, labor Demand
Advanced Factors Conditions
- Highly educated workers Home country may
- Digital communications support scale efficient
Generalized Factors operations by itself
- Capital, infrastructure
Specialized Factors Firm Strategy, Structure
- Skilled personnel
& Rivalry
Intense rivalry fosters
industry competition
19. Firm Strategy, Structure and Rivalry
Rivalry is intense in nations with
conditions of
Strong consumer demand
Strong supplier bases
High new entrant potential from related
industries
Competitive rivalry increases the
efficiency with which firms develop,
market, and distribute products and
services within the home country
20. Firm Strategy, Structure and Rivalry
Competitive rivalry increases the
efficiency with which firms
Develop within the home country
Market within the home country
Distribute products and services within the
home country
21. Firm Strategy, Structure and Rivalry
Domestic rivalry provides a strong
impetus for firms to
Innovate
Find new sources of competitive advantage
Domestic rivalry forces firms to look
beyond national borders for new
markets
22. Porter’s Diamond of National Advantage: As
Applied to India
Adapted from Exhibit 7.1 India’s Virtual Diamond in Software
23. Potential Risks of International Expansion
Political and economic risk
Social unrest
Military turmoil
Demonstrations
Violent conflict and terrorism
Laws and their enforcement
24. Risk Rankings
Total of
Credit
Total and Access
Total Risk Economic Political Debt to Finance
Rank Country Assessment Performance Risk Indicators Indicators
1 Luxembourg 99.51 25.00 24.51 20.00 30.00
2 Switzerland 98.84 23.84 25.00 20.00 30.00
3 United States 98.37 23.96 24.41 20.00 30.00
40 China 71.27 18.93 16.87 19.73 15.74
55 Poland 57.12 18.56 13.97 9.36 15.23
63 Vietnam 52.04 14.80 11.91 18.51 6.82
86 Russia 42.62 11.47 8.33 17.99 4.83
114 Albania 34.23 8.48 5.04 19.62 1.09
161 Mozambique 21.71 3.28 2.75 13.85 1.83
178 Afghanistan 3.92 0.00 3.04 0.00 0.88
Exhibit 7.3 A Sample of International Country Risk Rankings
Source: Adapted from worldbank.org/html/prddr/trans/so96/art7.htm.
25. Potential Risks of International Expansion
Currency risks
Currency exchange fluctuations
Appreciation of the U.S. dollar
Management risks
Culture • Income levels
Customs
• Customer preferences
Language
• Distribution system
26. Strategy Implementation
Power distance (PD)
Hofstede’s Uncertainty avoidance (UA)
Dimensions of
National Individualism-collectivism (I-C)
Culture
Masculinity-femininity (M-F)
Long-term orientation (LT)
27. Two Opposing Pressures: Reducing
Costs and Adapting to Local Markets
Strategies that favor global products
and brands
Should standardize all of a firm’s products for all
of their worldwide markets
Should reduce a firm’s overall costs by
spreading investments over a larger market
28. Two Opposing Pressures: Reducing
Costs and Adapting to Local Markets
Strategies that favor global products
and brands
• Are based on three assumptions
Customer needs and interests worldwide are
becoming more homogeneous
People (worldwide) prefer lower prices at high
quality
Economies of scale in production and marketing
can be achieved through supplying global
markets
29. Two Opposing Pressures: Reducing
Costs and Adapting to Local Markets
But those three assumptions may
not always be true
Product markets vary widely between nations
(customer needs and interests?)
In many product and service markets there appears
to be a growing interest in multiple product features,
quality and service (preference for low price?)
Technology permits flexible production, cost of
production may not be critical to product cost, and
firm’s strategy should not be product-driven
30. Opposing Pressures and Four Strategies
Exhibit 7.5 Opposing Pressures and Four Strategies
31. International Strategy
Pressure for both local adaptation and
low costs are rather low
Different activities in the value chain
have different optimal locations
Susceptible to higher levels of
currency and political risks
32. Global Strategy
Competitive strategy is centralized
and controlled largely by
corporate office
Emphasizes economies of scale
Advantages
Larger production plants
Efficient logistics and distribution networks
Supports high levels of investment in R&D
Standard level of quality throughout the world
33. Global Strategy
Competitive strategy is centralized and
controlled largely by corporate office
Emphasizes economies of scale
Disadvantages
• Concentration on scale-sensitive resources and
activities in one or few locations leads to higher
transportation and tariff costs
• Activity is isolated from targeted markets
• The rest of the firm becomes dependent on that
geographically isolated location
34. Multidomestic Strategy
Emphasis is differentiating
products and services to adapt to
local markets
Authority is more decentralized
Risks include
Increased cost structure
Potential problems with local adaptations
Finding optimal degree of local adaptation is
difficult
35. Transnational Strategy
Optimization of tradeoffs associated
with efficiency, local adaptation, and
learning
Firm’s assets and capabilities are
dispersed according to the most
beneficial location for a specific
activity
Avoids the tendency to either
Concentrate activities in a central location
Disperse them across many locations to enhance
adaptation
36. Transnational Strategy
Unique risks and challenges
Choice of an “optimal” location cannot
guarantee that the quality and cost of factor
inputs will be optimal
Knowledge transfer can be a key source of
competitive advantage, but it does not take
place automatically
37. Strengths and Limitations of Various Strategies
Strategy Strengths Limitations
International • Leverage and diffuse • Limited ability to adapt to
parent’s knowledge and local markets.
core competencies. • Inability to take advantage of
• Lower costs because of new ideas and innovations
less need to tailor occurring in local markets.
products and services.
• Greater level of worldwide
coordination
Global • Strong integration across • Limited ability to adapt to
various businesses. local markets.
• Standardization leads to • Concentration of activities
higher economies of scale may increase dependence
which lowers costs. on a single facility.
• Helps to create uniform • Single locations may lead to
standards of quality higher tariffs and
throughout the world. transportation costs.
Exhibit 7.6 Strengths and Limitations of Various Strategies
38. Strengths and Limitations of Various Strategies
Strategy Strengths Limitations
Multidomestic • Ability to adapt products • Less ability to realize cost
and services to local savings through scale
market conditions. economies.
• Ability to detect potential • Greater difficulty in
opportunities for attractive transferring knowledge
niches in a given market, across countries.
enhancing revenue. • May lead to “overadaptation”
as conditions change.
Transnational • Ability to attain economies • Unique challenges in
of scale. determining optimal locations
• Ability to adapt to local of activities to ensure cost
markets. and quality.
• Ability to locate activities in • Unique managerial
optimal locations. challenges in fostering
• Ability to increase knowledge transfer.
knowledge flows and
learning.
Exhibit 7.6 Strengths and Limitations of Various Strategies
39. Entry Modes of International
Expansion
High Wholly Owned
Subsidiary
Extent of Investment Risk
Joint Venture
Strategic Alliance
Franchising
Licensing
Exporting
Low
Low High
Degree of Ownership and Control
Adapted from Exhibit 7.7 Entry Modes for International Expansion
40. Exporting
Consists of producing goods n one
country to sell in another.
Beach Head Strategy
Local Partnership
Successful distributors
Carry product lines that complement the
multinational’s products
Behave as if they are business partners with the
multinationals.
Invest in training, information systems, and
advertising and promotion
41. Licensing and Franchising
Franchisor receives a royalty or fee
Franchisee gets to use trademark,
patent, trade secret or other valuable
intellectual property
Disadvantages
Loss of control over its product
Licensee may become a competitor
Threat to brand name and reputation of products
Advantages
Limited risk exposure
Expanded revenue base
42. Strategic Alliances and Joint Ventures
Partnerships that enable firms to share
risks and potential revenues and profits
Partners
gain exposure to new knowledge and technologies
Develop core competencies that can lead to competitive
advantages
Gain information on local markets conditions
• Partnerships that enable firms to share risks
and potential revenues and profits
43. Strategic Alliances and Joint Ventures
Risks
• Needs to be clearly defined strategy supported by
both partners
• Needs to be clear understanding of capabilities and
resources that will be central to the partnership
• Must be trust between partners
• Cultural issues that can potentially lead to conflict
and dysfunctional behavior need to be addressed.
• The success of a firm’s alliance SHOULD NOT BE
LEFT TO CHANCE.
44. Wholly Owned Subsidiaries
Business owned by only one
multinational company
Acquire an existing company in the home country
Develop a totally new operation (greenfield venture)
Most expensive and risky of all global entry strategies
Greatest control over all activities