Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
MNC/GlobalStrategy
InternationalCorporateLevelStrategy
Focusesonthescopeofoperations:
Productdiversification
Geographicdiversification
Requiredwhenthefirmoperatesin:
Multipleindustries,and
Multiplecountriesorregions
Headquartersunitguidesthestrategy
Butbusinessorcountrylevelmanagerscanhave
substantialstrategicinput
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7/8/2015
SelectinganInternationalCorporate
LevelStrategy
Thetypeofcorporatestrategyselectedwillhaveanimpacton
theselectionandimplementationofthebusinesslevel
strategies
Somestrategiesprovideindividualcountryunitswiththe
flexibilitytochoosetheirownstrategies
Othersdictatebusinesslevelstrategiesfromthehome
officeandcoordinateresourcesharingacrossunits
PressuresforCostReductions
(NeedforIntegration)
Whencompaniesproducecommodityproducts
Wheredifferentiationonnonpricefactorsisdifficult
andpriceisthemaincompetitiveweapon
Wherecompetitorsarebasedinlowcostlocations
Wherethereispersistentexcesscapacity
Whereconsumersarepowerfulandfacelow
switchingcosts
Theliberalizationoftheworldtradeandinvestment
environment
7/8/2015
PressuresforLocalResponsiveness
Differencesincustomertastesandpreferences
Differencesininfrastructureandtraditional
practices
Differencesindistributionchannels
Hostgovernmentdemands
FourBasicStrategies
7/8/2015
Internationalstrategy
Creatingvaluebytransferringcompetenciesand
productstoforeignmarketswhereindigenous
competitorslackthosecompetenciesand
products
Makessenseifacompanyhasavaluable
competencethatindigenouscompetitorsin
foreignmarketslackandifitfacesweakpressure
forlocalresponsivenessandcostreductions
MultidomesticStrategy
Developingabusinessmodelthatallowsacompanyto
achievemaximumlocalresponsiveness
Productsandservicesaretailoredtolocalmarketsand
focusonthelocalcompetition
Makessensewhentherearehighpressuresforlocal
responsivenessandlowpressuresforcostreductions
Companiesmaybecometoodecentralizedandlosethe
abilitytotransferskillsandproducts
Businessunitsinonecountryareindependentofeach
other
ProminentstrategyamongEuropeanfirmsduetobroad
varietyofculturesandmarketsinEurope
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7/8/2015
GlobalStrategy
Focusingonincreasingprofitabilitybyreapingcostreductions
thatcomefromexperiencecurveeffectsandlocation
economies;pursuingalowcoststrategyonaglobalscale
Emphasizeseconomiesofscale
Productsarestandardizedacrossnationalmarkets
Decisionsregardingbusinesslevelstrategiesarecentralizedin
thehomeofficeOftenlacksresponsivenesstolocalmarkets
Strategicbusinessunits(SBU)areassumedtobeinterdependent
requiresresourcesharingandcoordinationacrossborders(hard
tomanage)
Makessensewhentherearestrongpressuresforcostreductions
anddemandforlocalresponsivenessisminimal
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TransnationalStrategy
Simultaneouslyseekingtolowercosts,belocally
responsive,andtransfercompetenciesinaway
consistentwithgloballearning
Difficulttoachievebecauseofsimultaneous
requirements:
Strongcentralcontrolandcoordinationto
achieveefficiency
Decentralizationtoachievelocalmarket
responsiveness
Mustpursueorganizationallearningtoachieve
competitiveadvantage
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7/8/2015
AdvantagesandDisadvantagesofDifferent
StrategiesforCompetingGlobally