Bài giảng Các chiến lược quản trị kinh doanh quốc tế (International business management strategies)

Bài giảng Các chiến lược quản trị kinh doanh quốc tế (International business management strategies) includes Global strategy, Entering foreign market, Global marketing, Global operation management, Global human resource management.

Trang 1

1 © Nguyễn Minh Đức 2009

CÁC CHIẾN LƯỢC

INTERNATIONAL BUSINESS MANAGEMENT STRATEGIES

NGUYỄN MINH ĐỨC

Bài giảng

International Business Management

V Global strategy

VI Entering foreign market

VII Global marketing

VIII Global operation management

IX Global human resource management

Trang 2

General purpose: maximize/make profit

• Differentiate products, increase price: add value, features, quality, service

• Achieve low cost

Key means: allocation of scarce resources to attain goals

Activity Value Chain

Firm as a chain of discrete value creating activities

Primary

• upstream activities, manufacturing

• downstream activities: marketing, sales, after sales service

Trang 3

Global Expansion Benefits

Earn greater return from distinctive skills, core competences

• inimitable or difficult to imitate skills in value chain

Realize location economies (choice of FDI location)

• create multinational network of activities (global web)

Realize greater experience curve economies, which reduce the cost of value creation

• learning effects, economies of scale

B

Accumulated output

Experience curve Unit costs

A

Pressures for Global Integration & Local Responsiveness

High

HighLow

Cosmetics, food,household goods

Trang 4

Strategic Choice

High

HighLow

Decentralized Federation - Many key assets, responsibilities

and decisions localized

Personal Control - Informal HQ-Sub relationship,

simple financial controls

Multidomestic Mentality - Management sees overseas operations as

portfolio of independent businesses

IndiaJapan

USAHK

Mexico

Trang 5

International MNC

Coordinated Federation - Many key assets, responsibilities

and decisions localized

Administrative Control - Centralized HQ control, formal planning and

control, tight HQ-Sub linkage

International Mentality - Management sees overseas operations as

appendages to a domestic operation

IndiaJapan

USAHK

Mexico

Source: Bartlett and Ghoshal, Managing across borders, 1989

Global MNC

Centralized Hub - Most strategic assets, resources, responsibilities

and decisions centralized

Operational Control - Tight HQ control of decisions, resources,

information

Global Mentality - Management sees overseas operations as delivery

pipelines to a unified global market

IndiaJapan

USAHK

Mexico

Trang 6

Transnational MNC

Networked Organization - Distributed, specialized resources and capabilities Interdependent Units - large flows of components, products, resources,

people, and information

Transnational Mentality - Complex process of coordination and cooperation

in an environment of shared decision making

IndiaJapan

USAHK

Mexico

Source: Bartlett and Ghoshal, Managing across borders, 1989

International Strategic Alliances

actual competitors from different countries

Advantages

• Facilitate entry into a foreign country

• Allow fixed costs of new products and processes to be shared

• Bring together complementary skills and assets that can not easily be developed independently

• Help establish industry standards in technology

• Allow reduction of operating costs,e.g., shared training, purchasing

Trang 7

• Disproportional benefit accrual to partners

Making alliances work Which partner?

A suitable partner

Helps achieve strategic goals; brings needed, valuable capabilities

Shares the firm’s vision for the alliance’s purpose

Is not likely to exploit the alliance to its own ends

To select a partner

Do thorough background check from public sources

Collect information from third parties who have personal experience with the likely partner(s)

Spend a lot of face-to-face time with likely partner(s)

Slide

10-11

Trang 8

Draw a solid contract with safeguards against opportunism

Achieve equitable gain through agreed swaps of

technology the other wants

Seek creditable, clearly articulated commitment to partner

Show sensitivity to cultural differences that

explain different managerial styles

Build trust

Set up framework for formal and informal face-to-face

meetings to create the opportunity for a common value system to emerge

Build an informal network of personal relationships

Learn from partners

Apply the knowledge within your own organization

Brief your employees on partner strengths

Trang 9

II Enter the foreign markets

Each country’s attractiveness to a particular firm

as a particular market depends on:

The firm’s objectives

A balance of benefits, costs, and risks

Timing of Entry

• Preempt rivals; establish strong brand name; capture demand

• Build sales volume; ride down experience curve ahead of

competitors; cost advantage

• Create switching costs for that tie customers to 1stmover’s products

• Establish social ties ahead of following foreign competitors

– important in high-context cultures

First-mover disadvantages; pioneering costs

• Time spent to learn dos-don’ts; competitors can learn from 1stmover

• If 1stmover introducing a new industry, it builds infrastructure

• 1stmover “trains” customers for followers

• Break through host country’s adjustment to “foreignness” issues

– Regulations may change as a result of 1st mover’s entry

Slide

11-2

Trang 10

Scale of Entry

What level of resources to commit?

What level of resources can firm afford to commit?

A strategic commitment is difficult to reverse

Has a long-term impact

Means that the resources cannot be used elsewhere

1stmover advantages and large scale linked

Small scale entry allows learning at low risk

Entry in small or large potential market may require the same level of initial resources

11-3

External or

“arms-length” Modes of Entry

Firm does business overseas without investing in owned assets and own human resources in target market

Trang 11

• Intangible property: patents, inventions, formulas, processes,

designs, copyrights, trademarks

• Licensing agreement likely allows licensor quality assurance rights over actual use of intangible asset

• If licensee sells to consumers using the licensor’s brand name, the license may also give the licensor rights to strategic brand control

• Mode of operation is part of the brand image

International strategic alliances

Slide

11-5

“Internal” Modes of Entry

Wholly owned subsidiaries

• Firms owned 100% by a company in a foreign country

International joint ventures

• Firms that are owned jointly by two or more otherwise

independent firms; most IJVs are between two firms

• One (or more) parent firms are non-resident in the host market

• Ownership % may vary from majority foreign owned, to

50%-50% owned, to minority owned by the foreign firm

Slide

11-6

Trang 12

May be slower to implement International

Allows foreign parent do deploy resources across more national markets at once

Loss of control over technology and managerial know-how

May impede global coordination

May make realization of location and experience economies more difficult

Sharing of profit "pie"

Slide

Modes of Entry

Entry Mode Advantage Disadvantage

Franchising Low financial risk

Relatively low development costs

Lack of direct control over quality

Successful international franchising requires considerable start-up and ongoing presence overseas (cost)

Is likely to impede, make global coordination costlier than ownership

Growth may be slower depending

on franchisee's intentions

Sharing of profit "pie"

Possible loss of know-how to potential competitor Licensing Similar to franchising

Trang 13

Exporting Promise and Pitfalls

Huge revenue and profit opportunities overseas “there for the pickings”

Large firms that are proactive about exporting may realize promise

Systematic effort backed by knowledge of overseas markets

Smaller firms are reactive and seek overseas markets as

an afterthought

Ad-hoc effort on an opportunistic and often nạve basis

Exporting involves huge volumes of specialized

paperwork

11-9

Export Performance Improvement

Government information sources

In US various parts of the Department of

Commerce

In other countries similar organization

Embassies and consulates have commercial

sections

Export management companies

Act as the export marketing department of firms

Experienced specialists

However, not exclusive

Focused export strategy

Slide

11-10

Trang 14

Export/Import Financing

Service that allows exporter to be assured of payment and importer to be assured of product

Banks offer financing intermediary service

Letters of credit: bank guarantee of payment to exporter “bought” by the corresponding importer

Draft or bill of exchange: instructions to bank to pay at a certain time based on certain

documentation

Carriers also involved in the process

Bill of lading: is a receipt, a contract and a document of title issued to the exporter by the carrier

Trang 15

Media, communications means have

• made consumers world-wide more aware of their mutual preferences and

• have contributed to creation of world brands

• have caused certain market segments to emerge across national market that have indeed converged inter-market segments

12-1

Market Segmentation

The process of identifying distinct groups of consumers whose purchasing behavior differs from other groups in important ways

Demography, geography, social-cultural factors,

Trang 16

International Market Segmentation

Across national markets, companies may try to

Offer the same products and marginally adjust the balance of themarketing mix to appeal to market segments with similar needs across markets

• Market segments that transcend national borders also known as intermarket segments allow companies to offer standardized products

Adapt their products and the balance of the product mix to appeal to market segments with differing needs across markets

• Market segments that have materially different needs force companies to customize adapt their products

Adaptation (Local Responsiveness Pressures)

• buyer behavior (cultural, economic influence, brand perception country of origin idea)

• laws regulations

• local environment needs/development

• responsive to local condition shifts

Standardization-adaptation implications on marketing mix: Product-Pricing-Promotion-Place

Slide

12-4

Trang 17

International Marketing Mix: Product

Product: a bundle of attributes

Hamburger: meat type, taste, texture, size

Automobile: power, design, quality, performance, comfort,

size/capacity

Attributes need to be adapted to a greater or lesser extent to

satisfy

Consumer preferences/tastes due to culture

Economic development levels affect consumer behavior

National product/technical standards mandated by state

retail system: concentrated-fragmented

channel length: long, short

Channel exclusivity

International Marketing Mix: Place

Slide

12-6

Trang 18

Các kênh phân phối chính

International Marketing Mix: Promotion

How firm communicates the product attributes / benefits to customers

Barriers to international communication

Slide

12-7

Trang 19

Các yếu tố chính trong quá trình truyền thông

International Marketing Mix: Promotion

Determinants of push/pull strategies

Product type and consumer sophistication

Channel length

Media availability

Push vs pull strategies

Push strategy: personal selling emphasis

• Industrial products; complex new products

• Short distribution channels

• Few print or electronic media

Pull strategy: mass media advertising

• Consumer goods

• Long distribution channels

• Marketing message can be carried via print/electronic media

Slide 12-8

Trang 20

Hiệu quả chi phí của từng công cụ tiếp thị

International Marketing Mix: Price

Trang 21

International Marketing Mix: Price

Price discrimination: demand elasticity

Strategic pricing

predatory (quick share-of-market focus):

• lower prices to drive competitors out, then raise prices

New Product Development

High risk / high return

Technological innovation

Creative destruction

Location of R&D

Disperse R&D to trend/technology leading markets

• High investment on basic and applied research

• Strong underlying demand; affluent consumers

• Intense competition

Slide

12-10

Trang 22

Integrate R&D, marketing and Production; ensure:

• Product development driven by customer needs

• New products can be manufactured efficiently/effectively

• Time to market is minimized

Use of cross-functional, multinationally diverse teams

• Span: initial concept development to market introduction

• Team composition critical

– Assign heavyweight project manager

» High status in organization; high power and authority

» Dedicated to fullest possible extent to project

– Team should have representative from each function

– Physical co-location to build team culture, communication and conflict resolution processes

• Clear plan, goals, milestones, budgets

New Product Development

12-11

Marketing Research Measurement Issues

Instrument Equivalence

must use measures that correctly measure the same

phenomenon in each culture; language key

measurement equivalence: “summer” in Australia different from UK, “middle-aged” in Somalia (life expectancy 45 - 50 yrs) not same in Scandinavia (life expectancy 80-85yrs)

metric equivalence: weights and measures

Slide 12-12

Trang 23

IV Manufacturing and Materials Management

Service and manufacturing

converting inputs to a product

Control the transmission of physical materials through the value chain:

procurement –> production –> distribution

Procurement and physical transmission of material

through the supply chain

Lowers Rework and Scrap Costs

Lowers Warranty Costs

Lowers Manufacturing Costs

Increases Profits Lowers

Service Costs

Fig 13.1

QualityS

Slide

13-2

Trang 24

Fixed costs relatively low

Minimum efficient scale

• Scale of output a plant needs to realize scale-economies

• Market demand must be sufficient to reach this scale

Flexible manufacturing-lean production-mass customization

Trang 25

Where to Locate?

Concentrate manufacturing if:

Costs of manufacturing are responsive to country environment (one location best)

Trade barriers are low

Exchange rates among currencies with impact on your

business are stable

Production technology

• Has high fixed costs

• Has high minimum efficient scale

• Exists in flexible manufacturing format

Product value-to-weight ratio is high

Product serves universal needs – minor difference in

customer needs, consumer preferences

13-5

Decentralize manufacturing if:

Country environment does not affect costs much

Trade barriers are high

Production technology

• Has low fixed costs

• Has low minimum efficient scale

• Does not exists in flexible manufacturing format

Product value-to-weight ratio is low

Product does not serve universal needs – significant

difference in customer needs, consumer preferences

Where to Locate?

Slide

13-6

Định dạng
Số trang	30
Dung lượng	431,03 KB