Estrategia Internacional

20/05/2013
CHAPTER 8
STRATEGIC
ACTIONS:
STRATEGY
FORMULATION
Estrategia International
Strategic Management
PowerPoint Presentation by Charlie Cook
The University of West Alabama
© 2007 Thomson/SouthThomson/South-Western.
All rights reserved.
Competitiveness and Globalization:
Seventh edition
Concepts and Cases
Michael A. Hitt • R. Duane Ireland • Robert E. Hoskisson
Identificando International Opportunities
• Estrategia International
A strategy through which the firm sells its goods or
services outside its domestic market.
• Razones de tener una estrategia internacional
New market expansion extends product life cycle.
Needed resources can be secured.
Greater potential product demand.
© 2007 Thomson/South-Western. All rights reserved.
8–2
1
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Racionalidad para la Diversificación International :
Extender el Ciclo de Vida de un Producto
Demanda del Pdto
Desarrolla y se
exporta Productos
Competencia
extranjera comienza
a producir
Empresa Introduce
Innovacion en el
Mercado Domestico
Empresa comienza
produccion en
el extranjero
Producción es estandarizada y
recolocada a paises a bajo costo
costo..
© 2007 Thomson/South-Western. All rights reserved.
8–3
International Strategy- Beneficios
• Aumento del tamaño del Mercado
Mercado interno puede carecer del tamaño apropiado
para apoyar las instalaciones de fabricación eficientes
escala.
• Retorno sobre la Inversion (RoI
(RoI))
Proyectos de inversión de gran tamaño pueden requerir
mercados mundiales para justificar los gastos de capital.
La protección de patentes débil en algunos países
implica que las empresas deben expandirse en el
extranjero rápidamente a fin de anticiparse a imitadores.
imitadores.
© 2007 Thomson/South-Western. All rights reserved.
8–4
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International Strategy Beneficios (cont’d)
• Economias deEscala (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.
Can increase profit per unit.
© 2007 Thomson/South-Western. All rights reserved.
8–5
International Strategy Beneficios (cont’d)
• Location Advantages
Mercados de bajo costo ayuda en el desarrollo de
ventajas competitivas mediante el acceso a:
• Materias primas
• Transporte
• Lower costs for labor
• Key customers
• Energy
© 2007 Thomson/South-Western. All rights reserved.
8–6
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FIGURE
Determinantes de Ventajas Nacionales
8.2
Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group,
from Competitive Advantage of Nations, by Michael E. Porter, p. 72. Copyright ©1990, 1998 by Michael E. Porter.
© 2007 Thomson/South-Western. All rights reserved.
8–7
Determinantes
• Factores de production
Las entradas necesarias para competir
• Trabajo
Tierra
• Capital
Infrastructure
Natural resources
• Basic factors
Natural and labor resources
• Advanced factors
Sistemas de comunicación digital
Fuerza de trabajo educada
© 2007 Thomson/South-Western. All rights reserved.
8–8
4
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Determinantes (cont’d)
• Demand Conditions
Se caracteriza por la naturaleza y el tamaño de las
necesidades de los compradores en el mercado
interno de bienes y servicios de la industria.
industria.
• Tamaño del segmento de mercado puede llevar a las
instalaciones de escala eficientes.
• Eficiencia puede liderar el dominio de la industria en otros
países..
países
• Una demana especializada puede crear oportunidades
beyond national boundaries.
© 2007 Thomson/South-Western. All rights reserved.
8–9
Determinantes (cont’d)
• Industrias Relacionadas y de Soporte
Supporting services, facilities, suppliers and so on.
• Support in design
• Support in distribution
• Related industries as suppliers and buyers
• Firm Strategy, Structure and Rivalidad
El patrón de la estrategia,
estrategia, structure, and rivalidad .
• Common technical training
• Methodological product and process improvement
• Cooperative and competitive systems
© 2007 Thomson/South-Western. All rights reserved.
8–10
5
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Seleccionando una Estrategia International
de nivel Corporativo
• El tipo de estrategia de la empresa seleccionada
tendrá un impacto en la selección y aplicación
de las estrategias a nivel de negocio.
negocio.
Algunas estrategias proporcionan unidades de cada
país, con la flexibilidad de elegir sus propias
estrategias..
estrategias
Estrategias a nivel de negocio de la oficina central y
coordinar el intercambio de recursos entre las
unidades..
unidades
© 2007 Thomson/South-Western. All rights reserved.
8–11
Estrategia International de nivel Corporativo
• Enfocada en el alcance de las operationes:
operationes:
Product diversification
Geographic diversification
• Requeridas cuando la firma opera in:
Multiple industries, and
Multiple countries or regions
• La Casa Matriz guia la strategy
Sin embargo, los gerentes de empresas o en los
países pueden tener insumo estratégico importante.
importante.
© 2007 Thomson/South-Western. All rights reserved.
8–12
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FIGURE
8.3
International Corporate-Level Strategies
© 2007 Thomson/South-Western. All rights reserved.
8–13
Multidomestic Strategy
Multidomestic
strategy
• Strategy and operating decisions are
decentralized to strategic business units
(SBU) in each country.
• Products and services are tailored to local
markets.
• Business units in one country are
independent of each other.
• Assumes markets differ by country or
regions.
• Focus on competition in each market.
• Prominent strategy among European firms
due to broad variety of cultures and markets
in Europe.
© 2007 Thomson/South-Western. All rights reserved.
8–14
7
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Global Strategy
Global
strategy
• Products are standardized across
national markets.
• Business
Business--level strategic decisions
are centralized in the home office.
• Strategic business units (SBU) are
assumed to be interdependent.
• Emphasizes economies of scale.
• Often lacks responsiveness to local
markets.
• Requires resource sharing and
coordination across borders (hard to
manage).
© 2007 Thomson/South-Western. All rights reserved.
8–15
Transnational Strategy
Transnational
strategy
• Seeks to achieve both global
efficiency and local responsiveness.
• Difficult to achieve because of
simultaneous requirements:
Strong central control and coordination to
achieve efficiency
Decentralization to achieve local market
responsiveness
• Firm must pursue organizational
learning to achieve competitive
advantage.
© 2007 Thomson/South-Western. All rights reserved.
8–16
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Environmental Trends
• Liability of Foreignness
Legitimate concerns about the relative attractiveness
of global strategies
Global strategies not as prevalent as once thought
Difficulty in implementing global strategies
• Regionalization
Focusing on particular region(s) rather than on global
markets
Better understanding of the cultures, legal and social
norms
© 2007 Thomson/South-Western. All rights reserved.
TABLE
8.1
8–17
Global Market Entry: Choice of Entry
Type of Entry
Characteristics
Exporting
High cost, low control
Licensing
Low cost, low risk, little control, low returns
Strategic alliances
Shared costs, shared resources, shared
risks, problems of integration (e.g., two
corporate cultures)
Acquisition
Quick access to new market, high cost,
complex negotiations, problems of merging
with domestic operations
New wholly owned subsidiary
Complex, often costly, time consuming,
high risk, maximum control, potential
above--average returns
above
© 2007 Thomson/South-Western. All rights reserved.
8–18
9
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Dynamics of Mode of Entry
What’s the best solution?
Situation
Optimal Solution
The firm has no foreign
manufacturing expertise
and requires investment
only in distribution.
Export
© 2007 Thomson/South-Western. All rights reserved.
8–19
Dynamics of Mode of Entry (cont’d)
What’s the best solution?
Situation
Optimal Solution
The firm needs to
facilitate the product
improvements
necessary to enter
foreign markets.
Licensing
© 2007 Thomson/South-Western. All rights reserved.
8–20
10
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Dynamics of Mode of Entry (cont’d)
What’s the best solution?
Situation
Optimal Solution
The firm needs to
connect with an
experienced partner
already in the targeted
market.
Strategic Alliance
© 2007 Thomson/South-Western. All rights reserved.
8–21
Dynamics of Mode of Entry (cont’d)
What’s the best solution?
Situation
Optimal Solution
The firm needs to
reduce its risk through
the sharing of costs.
Strategic Alliance
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8–22
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Dynamics of Mode of Entry (cont’d)
What’s the best solution?
Situation
Optimal Solution
The firm is facing
uncertain situations
such as an emerging
economy in its
targeted market.
Strategic Alliance
© 2007 Thomson/South-Western. All rights reserved.
8–23
Dynamics of Mode of Entry (cont’d)
What’s the best solution?
Situation
Optimal Solution
The firm’s intellectual
property rights in an
emerging economy are
not well protected, the
number of firms in the
industry is growing fast,
and the need for global
integration is high.
Wholly-owned
WhollySubsidiary
© 2007 Thomson/South-Western. All rights reserved.
8–24
12
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International Diversification and Returns
• Expanding sales of goods or services across
global regions and countries and into different
geographic locations or markets:
May increase a firm’s returns (such firms usually
achieve the most positive stock returns).
May achieve economies of scale and experience,
location advantages, increased market size and
opportunity to stabilize returns.
© 2007 Thomson/South-Western. All rights reserved.
8–25
International Diversification and Innovation
• Expansion sales of goods or services across
global regions and countries and into different
geographic locations or markets:
May yield potentially greater returns on innovations (a
larger market).
Can generate additional resources for investment in
innovation.
Provides exposure to new products and processes in
international markets; generates additional knowledge
leading to innovations.
© 2007 Thomson/South-Western. All rights reserved.
8–26
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Complexity of Managing Multinational Firms
• Expansion into global operations in different
geographic locations or markets:
Makes implementing international strategy
increasingly complex.
Can produce greater uncertainty and risk.
May result in the firm becoming unmanageable
May cause the cost of managing the firm to exceed
the benefits of expansion.
Exposes the firm to possible instability of some
national governments.
© 2007 Thomson/South-Western. All rights reserved.
8–27
Risks in an International Environment
• Political Risks
• Economic Risks
Instability in national
governments
War, both civil and
international
Potential nationalization of
a firm’s resources
?
Differences and
fluctuations in the value of
different currencies
Differences in prevailing
wage rates
Difficulties in enforcing
property rights
Unemployment
?
?
?
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8–28
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FIGURE
8.4
Risk in the International Environment
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8–29
Limits to International Expansion:
Management Problems
• Cost of coordination across diverse geographical
business units
• Institutional and cultural barriers
• Understanding strategic intent of competitors
• The overall complexity of competition
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8–30
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