4.

國際企業(yè)的戰(zhàn)略管理Strategy:

“theactionmanagerstaketoattainthegoalsofafirm”Generalpurpose:maximize/makeprofitDifferentiateproducts,increaseprice:addvalue,features,quality,serviceAchievelowcostKeymeans:allocationofscarceresourcestoattaingoalsOpeningcase:MTV4.

國際企業(yè)的戰(zhàn)略管理Strategy:

“theac4.

國際企業(yè)的戰(zhàn)略管理戰(zhàn)略決策與管理國際成長戰(zhàn)略國際競爭戰(zhàn)略國際戰(zhàn)略聯(lián)盟藍(lán)海戰(zhàn)略4.

國際企業(yè)的戰(zhàn)略管理戰(zhàn)略決策與管理4.1戰(zhàn)略決策與管理Benefitsofglobalexpansions:Earngreaterreturnfromdistinctiveskills,corecompetencesinimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies(choiceofFDIlocation)createmultinationalnetworkofactivities(globalweb)Realizegreaterexperiencecurveeconomies,whichreducethecostofvaluecreationlearningeffects,economiesofscale4.1戰(zhàn)略決策與管理Benefitsofglobal4.1戰(zhàn)略決策與管理4methodsofglobalstrategy:International(McDonald’s,Wal-mart,Microsoft,P&G,etc)Multi-domestic(PhilipsNV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(corecompetenceleveraging&transferring:Caterpillar,Unilever,MTV)4.1戰(zhàn)略決策與管理4methodsofglobal Pressuresfor

GlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressures Pressuresfor

GlobalIntegStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresStrategicChoiceHighHighLowLowInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989InternationalMNCCoordinatedMultidomesticMNCDecentralizedFederation -Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl -InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality -ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedGlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-Managementseesoverseasoperationsas deliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSATransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexicoTransnationalMNCUKChileIndiaJ4.2國際成長戰(zhàn)略密集型成長:市場滲透.市場開發(fā),產(chǎn)品開發(fā)一體化成長:前一體化,后一體化,水平一體化多樣化成長:同心多樣化,水平多樣化,綜合多樣化4.2國際成長戰(zhàn)略密集型成長:市場滲透.市場開發(fā),產(chǎn)品開4.3國際競爭戰(zhàn)略Porter’scompetitivestrategy:Nationallevel:Diamond(4factors)Industrylevel:5ForcesCorporatelevel:ValueChain(價(jià)值鏈)4.3國際競爭戰(zhàn)略Porter’scompetitive4.3國際競爭戰(zhàn)略FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活動(dòng))upstreamactivities:R&D,manufacturingdownstreamactivities:marketing,sales,aftersalesserviceSupport(支持活動(dòng))infrastructure(generalandadministrative)humanresourcesresearchanddevelopment4.3國際競爭戰(zhàn)略FirmasachainofdInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMarginInboundServicesMarketingoutbo4.4國際戰(zhàn)略聯(lián)盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4國際戰(zhàn)略聯(lián)盟Cooperativeagreement4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)AdvantagesFacilitateentryintoaforeigncountry(Motorola-Toshiba,1980s)Allowsharingoffixedcostsofnewproducts/processes(Boeinganditssuppliers)Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently(Thomson-JVC)Helpestablishindustrystandardsintechnology(Philips-Matsushita)Reduceoperatingcosts,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ)4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)Advantages4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)Disadvantages4.4.2國際戰(zhàn)略聯(lián)盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.2國際戰(zhàn)略聯(lián)盟-合作伙伴Asuitablepar4.4.3國際戰(zhàn)略聯(lián)盟-合作框架Protecttechnology/know-howthatisnotintendedtobetransferred(Boeing767)Drawasolidcontractwithsafeguardsagainstopportunism(TRW-Japaneseautocomponentssuppliers)Achieveequitablegainthroughagreedswapsoftechnologytheotherwants(licensing)Seekcreditable,clearlyarticulatedcommitmenttopartner“behavior”a-priori4.4.3國際戰(zhàn)略聯(lián)盟-合作框架Protecttechn4.4.3國際戰(zhàn)略聯(lián)盟-協(xié)調(diào)管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.4.3國際戰(zhàn)略聯(lián)盟-協(xié)調(diào)管理Showsensitiv4.5藍(lán)海戰(zhàn)略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcreation:Differentfromlowcost,differentiation,orfocus4.5藍(lán)海戰(zhàn)略W.ChanKim&ReneeM4.5.1Valueinnovation:thefoundationCostBuyer’svalue4.5.1Valueinnovation:thefo4.5.2藍(lán)海戰(zhàn)略與競爭(紅海)戰(zhàn)略競爭(紅海)戰(zhàn)略藍(lán)海戰(zhàn)略競爭于已有市場空間開創(chuàng)無人競爭的市場空間打敗競爭對手甩脫競爭開發(fā)現(xiàn)有需求創(chuàng)造和獲取新需求在價(jià)值與成本之間權(quán)衡取舍打破價(jià)值與成本之間權(quán)衡取舍按差異化或低成本的戰(zhàn)略選擇協(xié)調(diào)公司活動(dòng)的全套系統(tǒng)為同時(shí)追求差異化和低成本協(xié)調(diào)公司活動(dòng)的全套系統(tǒng)4.5.2藍(lán)海戰(zhàn)略與競爭(紅海)戰(zhàn)略競爭(紅海)戰(zhàn)略藍(lán)海戰(zhàn)4.5.3藍(lán)海戰(zhàn)略的分析工具和框架OpeningCase:CasellaWines(YellowTail)

戰(zhàn)略布局圖四步動(dòng)作框架:

剔除-減少-增加-創(chuàng)造良好戰(zhàn)略的三個(gè)特點(diǎn):重點(diǎn)突出;另辟蹊徑;令人信服的主題句研判價(jià)值曲線4.5.3藍(lán)海戰(zhàn)略的分析工具和框架OpeningCas減少:哪些元素的含量應(yīng)該被減少到產(chǎn)業(yè)標(biāo)準(zhǔn)以下?剔除:哪些被產(chǎn)業(yè)認(rèn)定為理所當(dāng)然的元素需要剔除?創(chuàng)造:哪些產(chǎn)業(yè)從未有過的元素需要?jiǎng)?chuàng)造?增加:哪些因素的含量應(yīng)該被增加到產(chǎn)業(yè)標(biāo)準(zhǔn)以上?新價(jià)值曲線減少:剔除:創(chuàng)造:增加:新價(jià)值4.5.5重建市場邊界:六條路徑跨越他擇產(chǎn)業(yè)(Alternatives):Netjets,Easyjets跨越戰(zhàn)略集團(tuán)(StrategicGroup):Bentley,Lexus,Curves跨越買方鏈(Buyer’sChain):NovoPen,Bllomberg,SAP+Accenture跨越互補(bǔ)性產(chǎn)品和服務(wù)項(xiàng)目(Substitution):PhilipsKettle.Virgin跨越針對賣方的功能與情感導(dǎo)向:(快美發(fā)屋,Starbucks)跨越時(shí)間(Time),預(yù)測潮流:iTune,IBM4.5.5重建市場邊界:六條路徑跨越他擇產(chǎn)業(yè)(Alte4.5.6超越現(xiàn)有需求關(guān)注非顧客,打開新的需求.非顧客的三個(gè)層次:第一層次:準(zhǔn)非顧客:Pret第二層次:拒絕型非顧客:JCDecaux第三層次:未探知型非顧客:Lockhead

選最大的那一塊4.5.6超越現(xiàn)有需求關(guān)注非顧客,打開新的需求.非顧客4.5.7合理的戰(zhàn)略順序買方效用:是否杰出:CDi價(jià)格:大眾能否輕松接受:Swatch成本:能否達(dá)到:SAP-Accenture接受:障礙能否克服4.5.7合理的戰(zhàn)略順序買方效用:是否杰出:CDi4.5.8克服關(guān)鍵組織障礙關(guān)鍵組織障礙(Case:NYPoliceBureau,Braton):資源障礙-有限的資源:熱點(diǎn)–

冷點(diǎn)–

互通有無認(rèn)知障礙-沉迷于現(xiàn)狀:與不滿顧客會(huì)面政治障礙-來自強(qiáng)大的既得利益者的反對:謀士–

借助你的天使,讓魔鬼閉嘴動(dòng)力障礙:缺乏干勁的員工–

中央瓶–

魚缸管理–

任務(wù)微型化4.5.8克服關(guān)鍵組織障礙關(guān)鍵組織障礙(Case:NY回顧與思考

聯(lián)系實(shí)際,運(yùn)用相關(guān)戰(zhàn)略解釋有關(guān)中國企業(yè)（除聯(lián)想/海爾/TCL等以外）的國際化戰(zhàn)略.推薦圖書:《藍(lán)海戰(zhàn)略》(超越產(chǎn)業(yè)競爭開創(chuàng)全新市場)(BlueOceanStrategy:HowtoCreateUncontestedMarketSpaceandMakeCompetitionIrrelevant,byW.ChanKim&ReneeMauborgne)回顧與思考聯(lián)系實(shí)際,運(yùn)用相關(guān)戰(zhàn)略解釋有關(guān)中國企業(yè)（除聯(lián)想4.

國際企業(yè)的戰(zhàn)略管理Strategy:

“theactionmanagerstaketoattainthegoalsofafirm”Generalpurpose:maximize/makeprofitDifferentiateproducts,increaseprice:addvalue,features,quality,serviceAchievelowcostKeymeans:allocationofscarceresourcestoattaingoalsOpeningcase:MTV4.

國際企業(yè)的戰(zhàn)略管理Strategy:

“theac4.

國際企業(yè)的戰(zhàn)略管理戰(zhàn)略決策與管理國際成長戰(zhàn)略國際競爭戰(zhàn)略國際戰(zhàn)略聯(lián)盟藍(lán)海戰(zhàn)略4.

國際企業(yè)的戰(zhàn)略管理戰(zhàn)略決策與管理4.1戰(zhàn)略決策與管理Benefitsofglobalexpansions:Earngreaterreturnfromdistinctiveskills,corecompetencesinimitableordifficulttoimitateskillsinvaluechainRealizelocationeconomies(choiceofFDIlocation)createmultinationalnetworkofactivities(globalweb)Realizegreaterexperiencecurveeconomies,whichreducethecostofvaluecreationlearningeffects,economiesofscale4.1戰(zhàn)略決策與管理Benefitsofglobal4.1戰(zhàn)略決策與管理4methodsofglobalstrategy:International(McDonald’s,Wal-mart,Microsoft,P&G,etc)Multi-domestic(PhilipsNV-VHS-formats:PAL,NTSC)Global(Intel,TI,Motorola)Transnational(corecompetenceleveraging&transferring:Caterpillar,Unilever,MTV)4.1戰(zhàn)略決策與管理4methodsofglobal Pressuresfor

GlobalIntegration&LocalResponsivenessHighHighLowLowGlobalIntegrationLocalResponsivenessPressuresCountryDifferencesin-consumertastes/preferences-infrastructure/practices-distributionchannels-hostgovernmentneedsBallbearings,wheatCosmetics,food,householdgoodsCostReductionPressures Pressuresfor

GlobalIntegStrategicChoiceHighHighLowLowLocalResponsivenessPressures“Global”Strategy“Transnational”Strategy“Multidomestic”Strategy“International”StrategyCostReduction(GlobalIntegration)PressuresStrategicChoiceHighHighLowLowInternationalMNCCoordinatedFederation-Manykeyassets,responsibilitiesanddecisionslocalizedAdministrativeControl-CentralizedHQcontrol,formalplanningandcontrol,tightHQ-SublinkageInternationalMentality-ManagementseesoverseasoperationsasappendagestoadomesticoperationUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989InternationalMNCCoordinatedMultidomesticMNCDecentralizedFederation -Manykeyassets,responsibilitiesanddecisionslocalizedPersonalControl -InformalHQ-Subrelationship,simplefinancialcontrolsMultidomesticMentality -ManagementseesoverseasoperationsasportfolioofindependentbusinessesUKChileIndiaJapanUSAHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989MultidomesticMNCDecentralizedGlobalMNCUKChileIndiaJapanUSACentralizedHub-Moststrategicassets,resources,responsibilitiesanddecisionscentralizedOperationalControl-TightHQcontrolofdecisions,resources,informationGlobalMentality-Managementseesoverseasoperationsas deliverypipelinestoaunifiedglobalmarketHKMexicoFrom:BartlettandGhoshal,Managingacrossborders,1989GlobalMNCUKChileIndiaJapanUSATransnationalMNCUKChileIndiaJapanUSANetworkedOrganization-Distributed,specializedresourcesandcapabilitiesInterdependentUnits-largeflowsofcomponents,products,resources,people,andinformationTransnationalMentality-ComplexprocessofcoordinationandcooperationinanenvironmentofshareddecisionmakingHKMexicoTransnationalMNCUKChileIndiaJ4.2國際成長戰(zhàn)略密集型成長:市場滲透.市場開發(fā),產(chǎn)品開發(fā)一體化成長:前一體化,后一體化,水平一體化多樣化成長:同心多樣化,水平多樣化,綜合多樣化4.2國際成長戰(zhàn)略密集型成長:市場滲透.市場開發(fā),產(chǎn)品開4.3國際競爭戰(zhàn)略Porter’scompetitivestrategy:Nationallevel:Diamond(4factors)Industrylevel:5ForcesCorporatelevel:ValueChain(價(jià)值鏈)4.3國際競爭戰(zhàn)略Porter’scompetitive4.3國際競爭戰(zhàn)略FirmasachainofdiscretevaluecreatingactivitiesPrimary(基本活動(dòng))upstreamactivities:R&D,manufacturingdownstreamactivities:marketing,sales,aftersalesserviceSupport(支持活動(dòng))infrastructure(generalandadministrative)humanresourcesresearchanddevelopment4.3國際競爭戰(zhàn)略FirmasachainofdInboundlogisticsServicesMarketing&SalesoutboundlogisticsoperationsFirmInfrastructureHRManagementTechnologyDevelopmentProcurementMarginInboundServicesMarketingoutbo4.4國際戰(zhàn)略聯(lián)盟CooperativeagreementsamongcompetitorsfromdifferentcountriesRangefromformaljointventures(Fuji-Xerox)toparticulartask(suchasdevelopinganewproduct)4.4國際戰(zhàn)略聯(lián)盟Cooperativeagreement4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)AdvantagesFacilitateentryintoaforeigncountry(Motorola-Toshiba,1980s)Allowsharingoffixedcostsofnewproducts/processes(Boeinganditssuppliers)Bringtogethercomplementaryskillsandassetsthatcannoteasilybedevelopedindependently(Thomson-JVC)Helpestablishindustrystandardsintechnology(Philips-Matsushita)Reduceoperatingcosts,e.g.,sharedtraining,purchasing,procurement,etc.(KLM-CZ)4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)Advantages4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)DisadvantagesGivecompetitorsnewtechnology/marketsatlowcostDisproportionalbenefitaccrualtopartners4.4.1國際戰(zhàn)略聯(lián)盟-優(yōu)缺點(diǎn)Disadvantages4.4.2國際戰(zhàn)略聯(lián)盟-合作伙伴AsuitablepartnerHelpsachievestrategicgoals;bringsneeded,valuablecapabilitiesSharesthefirm’svisionforthealliance’spurposeIsnotlikelytoexploitthealliancetoitsownends-fairplayToselectapartnerDothoroughbackgroundcheckfrompublicsourcesCollectinformationfromthirdpartieswhohavepersonalexperiencewiththelikelypartner(s)Spendalotofface-to-facetimewithlikelypartner(s)4.4.2國際戰(zhàn)略聯(lián)盟-合作伙伴Asuitablepar4.4.3國際戰(zhàn)略聯(lián)盟-合作框架Protecttechnology/know-howthatisnotintendedtobetransferred(Boeing767)Drawasolidcontractwithsafeguardsagainstopportunism(TRW-Japaneseautocomponentssuppliers)Achieveequitablegainthroughagreedswapsoftechnologytheotherwants(licensing)Seekcreditable,clearlyarticulatedcommitmenttopartner“behavior”a-priori4.4.3國際戰(zhàn)略聯(lián)盟-合作框架Protecttechn4.4.3國際戰(zhàn)略聯(lián)盟-協(xié)調(diào)管理ShowsensitivitytoculturaldifferencesthatexplaindifferentmanagerialstylesBuildtrust(Mazda-Ford)Setupframeworkforformalandinformalface-to-facemeetingstocreatetheopportunityforacommonvaluesystemtoemergeBuildaninformalnetworkofpersonalrelationshipsLearnfrompartners(Toyota-GMJV)ApplytheknowledgewithinyourownorganizationBriefyouremployeesonpartnerstrengths4.4.3國際戰(zhàn)略聯(lián)盟-協(xié)調(diào)管理Showsensitiv4.5藍(lán)海戰(zhàn)略W.ChanKim&ReneeMauborgne(2005),INSEADValueinnovation:CirqueduSonleil)Newmarketcreation:Differentfromlowcost,differentiation,orfocus4.5藍(lán)海戰(zhàn)略W.ChanKim&ReneeM4.5.1Valueinnovation:thefoundationCostBuyer’svalue4.5.1Value