2003 Southwestern Publishing Company,1,International Strategy,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 8,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Chapter 13 Strategic Entrepreneurship,Strategic Outcomes,Chapter 6 Corporate- Level Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary,International business-level strategy Multidomestic strategy Global strategy Transnational strategy,Opportunities and Outcomes of International Strategy,Increased market size Return on investment Economies of scale and learning Advantage in location,Identify International Opportunities,Explore Resources and Capabilities,Use Core Competence,International Strategies,Modes of Entry,4,Better performance,Innovation,Opportunities and Outcomes of International Strategy: Continued,Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary,Use Core Competence,Modes of Entry,Strategic Competitiveness Outcomes,5,International Strategy Life Cycle,Selling Products or Services Outside a Firms Domestic Market,6,Motivations for International Expansion,Increase Market Share domestic market may lack the size to support efficient scale manufacturing facilities Return on Investment large investment projects may require global markets to justify the capital outlays weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators,7,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 Location Advantages low cost markets may aid in developing competitive advantage may achieve better access to:,Raw materials Lower cost labor,Key customers Energy,8,International Business-Level Strategy: Determinants of National Advantage,9,生產要素 基本要素 土地、勞工 進階要素 數位通訊系統 高等教育勞動力 一般性要素 高速公路系統、資本供應 專門性要素 特殊產業技術人才,-,母國的營運環境是競爭優勢最重要的根基,Porter 國家優勢的決定因素,需求狀態 母國市場的購買者對特定產業的產品或服務需求的性質與規模,相關與支援性產業 - 日本：照相機與影印機 - 義大利：皮革與鞋業,企業的策略、 結構與對手 因國而異,鑽石模式,10,International Business-Level Strategy: Determinants of National Advantage,Factors of production: the inputs necessary to compete in any industry labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication systems and educated workforce,11,International Business-Level Strategy: Determinants of National Advantage,Demand conditions: characterized by the nature and size of buyers needs in the home market for the industrys goods or services size of market segment can lead to scale-efficient facilities efficiency can lead to domination of the industry in other countries specialized demand may create opportunities beyond national boundaries,12,International Business-Level Strategy: Determinants of National Advantage,Related and supporting industries: supporting services, facilities, suppliers and so on support in design support in distribution related industries as suppliers and buyers,13,International Business-Level Strategy: Determinants of National Advantage,Firm strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms common technical training methodological product and process improvement cooperative and competitive systems,14,International Corporate-Level Strategy,Need for Local Responsiveness,Need for Global Integration,Low,High,Low,High,15,International Corporate-Level Strategy,Type of corporate strategy selected will have an impact on the selection and implementation of the business-level strategies Some corporate strategies provide individual country units with flexibility to choose their own strategies Others dictate business-level strategies from the home office and coordinate resource sharing across units,16,International Corporate-Level 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,17,International Corporate-Level Strategy: Global Strategy,Products