I. Global Strategy
Strategy:
“the action managers take to attain the goals of a firm”
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
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1 © Nguyễn Minh Đức 2009
CÁC CHIẾN LƯỢC
QUẢN TRỊ KINH DOANH QUỐC TẾ
INTERNATIONAL BUSINESS
MANAGEMENT STRATEGIES
NGUYỄN MINH ĐỨC
Bài giảng
2 © Nguyễn Minh Đức 2009
International Business Management
V. Global strategy
VI. Entering foreign market
VII. Global marketing
VIII. Global operation management
IX. Global human resource management
3 © Nguyễn Minh Đức 2009
I. Global Strategy
Strategy:
“the action managers take to attain the
goals of a firm”
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
4 © Nguyễn Minh Đức 2009
Activity Value Chain
Firm as a chain of discrete value creating
activities
Primary
• upstream activities, manufacturing
• downstream activities: marketing, sales, after sales service
Support
• infrastructure (general and administrative)
• human resources
• research and development
5 © Nguyễn Minh Đức 2009
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 curveUnit costs
A
6 © Nguyễn Minh Đức 2009
Pressures for
Global Integration & Local Responsiveness
High
HighLow
Low
Cost Reduction
(Global Integration)
Pressures
Local Responsiveness Pressures
Differences in
- consumer tastes/preferences
- infrastructure/practices
- distribution channels
- host government needs
Ball bearings,
wheat
Cosmetics, food,
household goods
7 © Nguyễn Minh Đức 2009
Strategic Choice
High
HighLow
Low
Local Responsiveness Pressures
“Global”
Strategy
“Transnational”
Strategy
“Multidomestic”
Strategy
“International”
Strategy
Cost Reduction
(Global Integration)
Pressures
Multidomestic MNC
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
UK Chile
India
Japan
USA
HK
Mexico
Source: Bartlett and Ghoshal, Managing across borders, 1989
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
UK Chile
India
Japan
USA
HK
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
UK Chile
India
Japan
USA
HK
Mexico
Source: Bartlett and Ghoshal, Managing across borders, 1989
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
UK Chile
IndiaJapan
USA
HK
Mexico
Source: Bartlett and Ghoshal, Managing across borders, 1989
12 © Nguyễn Minh Đức 2009
International Strategic Alliances
Cooperative agreements between potential or
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
13 © Nguyễn Minh Đức 2009
International Strategic Alliances
Disadvantages
• Give competitors a low cost route to new
technology / markets
• Disproportional benefit accrual to partners
14 © Nguyễn Minh Đức 2009
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
15 © Nguyễn Minh Đức 2009
Making alliances work
What Structure?
Protect technology/know-how that is not intended to be
transferred
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
“behavior” a-priori
Slide
10-12
16 © Nguyễn Minh Đức 2009
Making alliances work
How to manage?
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
17 © Nguyễn Minh Đức 2009
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
18 © Nguyễn Minh Đức 2009
Timing of Entry
Fist-mover advantages
• 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 1st mover’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 1st mover
• If 1st mover introducing a new industry, it builds infrastructure
• 1st mover “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
19 © Nguyễn Minh Đức 2009
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
1st mover 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
Slide
11-3
20 © Nguyễn Minh Đức 2009
External or
“arms-length” Modes of Entry
Firm does business overseas without investing in
owned assets and own human resources in target
market
Exporting
• Sell “domestically” produced products into foreign markets through
local independent agents or directly to customers
Turnkey projects
• Special case of exporting for firms that set up production plants or
build facilities for others
• The “exporting firm” builds the facility overseas, starts it up, turns it
over to the host country owner, and then departs
• Oil firms, construction firms, manufacturers
Slide
11-4
21 © Nguyễn Minh Đức 2009
External or
“arms-length” Modes (cont.)
Franchising
• Franchisor, grants franchisee use of intangibles under the condition
that franchisee follow strict rules of operating the business
Licensing
• Licensor grants rights to licensee for use of intangible property over a
specified period in return for a fee
• 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
22 © Nguyễn Minh Đức 2009
“Internal” Modes of Entry
These involve Foreign Direct Investment
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
23 © Nguyễn Minh Đức 2009
Entry Mode Advantage Disadvantage
Wholly
owned
subsidiaries
Enables global strategic
coordination
Protects technology
Realizes (potentially) location
and experience economies
High costs and risks
Requires overseas
management skills
May be slower to implement
International
Joint
Ventures
Gives access to local partner's
knowledge
Allows sharing of development
costs and risks
May be more politically
acceptable than 100% foreign
ownership
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"
International
Strategic
Alliances
Similar to international joint
ventures
May be more difficult to
manage than international
joint ventures
Slide
11-7
Advantages and disadvantages of
Modes of Entry
24 © Nguyễn Minh Đức 2009
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
Fewer "maintenance"
costs than franchising
Similar to franchising
Exporting Ability to realize
experience curve
economies
Transport costs
Trade barriers
Motivation of local agents a
challenge
Slide
11-8
Advantages and disadvantages of
Modes of Entry
25 © Nguyễn Minh Đức 2009
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 naïve basis
Exporting involves huge volumes of specialized
paperwork
Slide
11-9
26 © Nguyễn Minh Đức 2009
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
27 © Nguyễn Minh Đức 2009
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
Slide
11-11
28 © Nguyễn Minh Đức 2009
III. Global marketing
Globalization of Markets?
Market Segmentation
International Marketing
New Product Development
29 © Nguyễn Minh Đức 2009
Globalization of Markets?
“A powerful force drives the world toward a converging
commonality, and that force is technology” (Levitt, 1983)
“Converging commonality” may not have happened
universally
Consumer product tastes may have converged less than
industrial product specifications
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
Slide
12-1
30 © Nguyễn Minh Đức 2009
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,
psychological factors
Firms adjust their marketing mix to meet the particular
needs of different market segments
Marketing mix variables:
product-price-place (distribution)-promotion
Slide
12-2
31 © Nguyễn Minh Đức 2009
International Market Segmentation
Across national markets, companies may try to
Offer the same products and marginally adjust the balance of the
marketing 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
Slide
12-3
32 © Nguyễn Minh Đức 2009
International Marketing
Marketing Strategy
Standardization (Global Integration Pressures)
• intermarket segments
• efficiencies through integrated R&D, Production, Marketing
• control implications
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
33 © Nguyễn Minh Đức 2009
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
Slide
12-5
34 © Nguyễn Minh Đức 2009
Optimal channel a company chooses to deliver
the product
Most locally responsive element of marketing mix
because distribution channels vary dramatically
across countries
retail system: concentrated-fragmented
channel length: long, short
Channel exclusivity
International Marketing Mix: Place
Slide
12-6
35 © Nguyễn Minh Đức 2009
Các kênh phân phối chính
36 © Nguyễn Minh Đức 2009
International Marketing Mix: Promotion
How firm communicates the product attributes /
benefits to customers
Barriers to international communication
Cultural barriers
Source effects (country of origin effects)
Noise levels
Standardized advertising strategy possible;
standardized advertising strategy execution
more difficult (culture, laws)
Slide
12-7
37 © Nguyễn Minh Đức 2009
Các yếu tố chính trong quá trình truyền thông
38 © Nguyễn Minh Đức 2009
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
39 © Nguyễn Minh Đức 2009
Hiệu quả chi phí của từng công cụ tiếp thị
40 © Nguyễn Minh Đức 2009
International Marketing Mix: Price
41 © Nguyễn Minh Đức 2009
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
Multipoint pricing:
• pricing in one market may have an impact in another market;
subsidize low pricing in one market from profits in another
experience curve:
• use aggressive pricing to build volume and move firm down
experience curve (lower marginal costs)
Regulatory issues:
• antidumping, monopoly restriction
Slide
12-9
42 © Nguyễn Minh Đức 2009
New Product Development
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
43 © Nguyễn Minh Đức 2009
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
Slide
12-11
44 © Nguyễn Minh Đức 2009
Marketing Research
Measurement Issues
Functional Equivalence
Similar observable phenomena/activities may not have the
same function across cultures (shopping: Japan also a
social event; US mostly a chore)
Conceptual Equivalence
Non-observable assumptions/concepts/ideas/constructs
may not have the same meaning across cultures
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
45 © Nguyễn Minh Đức 2009
IV Manufacturing and Materials Management
Production: activities that involve
Service and manufacturing
converting inputs to a product
Materials management: activities that
Control the transmission of physical materials through the
value chain:
procurement –> production –> distribution
Logistics
Procurement and physical transmission of material
through the supply chain
suppliers –> customers
Slide
13-1
46 © Nguyễn Minh Đức 2009
Quality and Costs
Improves
Performance
Reliability
Increases
Productivity
Lowers
Rework and
Scrap Costs
Lower