Figure 8.1 Opportunities and Outcomes of International Strategy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–1 Identifying International Opportunities • International Strategy – • A strategy through which the firm sells its goods or services outside its domestic market Incentives to use international strategy – New market expansion extends product life cycle – Gain access to materials and resources – Integration of operations on a global scale – Better use of rapidly developing technologies – International markets yield potential new opportunities © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–2 Classic Rationale for International Diversification: Extend a Product’s Life Cycle Firm introduces Product demand Foreign innovation in develops and firm competition domestic market exports products begins production Production is standardized and relocated to low cost Firm begins countries production abroad © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–3 International Strategy Benefits • Increased Market Size – • Domestic market may lack the size to support efficient scale manufacturing facilities 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 – Can increase profit per unit © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–4 International Strategy Benefits (cont’d) • Location Advantages – Low cost markets aid in developing competitive advantage by providing access to: • Raw materials • Transportation • Lower costs for labor • Key customers • Energy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–5 Figure 8.2 Incentives and Basic Benefits of International Strategy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–6 Determinants of National Advantage • Factors of production – •  Labor Land Natural resources  Capital Infrastructure Basic factors – • The inputs necessary to compete in any industry Natural and labor resources Advanced factors – Digital communication systems and an educated workforce © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–7 Determinants of National Advantage (cont’d) • Demand Conditions – Characterized by the nature and size of buyers’ needs in the home market for the industry’s goods or services • Size of the 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–8 Determinants of National Advantage (cont’d) • Related and Supporting Industries – Supporting services, facilities, suppliers and so on • • • Support in design Support in distribution Related industries as suppliers and buyers • 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–9 Selecting an International Corporate-Level Strategy • The type of corporate strategy selected will have an impact on the selection and implementation of the business-level strategies – Some strategies provide individual country units with the flexibility to choose their own strategies – Other strategies dictate business-level strategies from the home office and coordinate resource sharing across units © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–10 International Corporate-Level Strategy • • • Focuses on the scope of operations: – Product diversification – Geographic diversification Required when the firm operates in: – Multiple industries, and – Multiple countries or regions Headquarters unit guides the strategy – But business or country-level managers can have substantial strategic input © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–11 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 Multidomestic strategy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–12 Global Strategy • • • • • • Products are standardized across national markets 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) Global strategy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–13 Transnational Strategy • • Seeks to achieve both global efficiency and local responsiveness Difficult to achieve because of simultaneous requirements for: – – – Strong central control and coordination to achieve efficiency Decentralization to achieve local market responsiveness Pursuit of organizational learning to achieve competitive advantage Transnational strategy © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–14 Risks in an International Environment • • Political Risks – – – Economic Risks – Instability in national governments different currencies War, both civil and international Potential nationalization of a firm’s resources ? Differences and fluctuations in the value of – – – Differences in prevailing wage rates Difficulties in enforcing property rights Unemployment ? ? ? © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–15 Figure 8.6 Risks in the International Environment © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–16 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–17 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–18 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–19 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 © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8–20 [...]... password-protected website for classroom use 8 15 Figure 8. 6 Risks in the International Environment © 2015 Cengage Learning All rights reserved May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 16 International Diversification and Returns... license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 19 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 © 2015 Cengage Learning All rights reserved... permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 12 Global Strategy • • • • • • Products are standardized across national markets 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... for classroom use 8 17 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;... in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 18 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... a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 14 Risks in an International Environment • • Political Risks – – – Economic Risks – Instability in national governments different currencies War, both civil and international Potential nationalization of a firm’s resources ? Differences and fluctuations in the value of – – – Differences.. .International Corporate-Level Strategy • • • Focuses on the scope of operations: – Product diversification – Geographic diversification Required when the firm operates in: – Multiple industries, and – Multiple countries or regions Headquarters unit guides the strategy – But business or country-level managers can have substantial strategic input © 2015 Cengage Learning... in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 11 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... copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 13 Transnational Strategy • • Seeks to achieve both global efficiency and local responsiveness Difficult to achieve because of simultaneous requirements for: – – – Strong central control and coordination... copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use 8 20 .. .Identifying International Opportunities • International Strategy – • A strategy through which the firm sells its goods or services outside its domestic market Incentives to use international. .. classroom use 8 19 Limits to International Expansion • Management Problems – Cost of coordination across diverse geographical business units – Institutional and cultural barriers – Understanding strategic. .. website for classroom use 8 12 Global Strategy • • • • • • Products are standardized across national markets Business-level strategic decisions are centralized in the home office Strategic business