InternationalStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter81StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsChapter13StrategicEntrepreneurshipStrategicOutcomesChapter6Corporate-LevelStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2ExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryInternationalbusiness-levelstrategyMultidomesticstrategyGlobalstrategyTransnationalstrategyOpportunitiesandOutcomesofInternationalStrategyIncreasedmarketsizeReturnoninvestmentEconomiesofscaleandlearningAdvantageinlocationIdentifyInternationalOpportunitiesExploreResourcesandCapabilitiesUseCoreCompetenceInternationalStrategiesModesofEntry3BetterperformanceInnovationOpportunitiesandOutcomesofInternationalStrategy:ContinuedExportingLicensingStrategicalliancesAcquisitionsEstablishmentofanewsubsidiaryUseCoreCompetenceModesofEntryManagementproblemsandriskManagementproblemsandriskStrategicCompetitivenessOutcomes4InternationalStrategyLifeCycleProductionBecomesStandardizedandisRelocatedtoLowCostCountriesProductDemandDevelopsandFirmExportsProductsFirmIntroducesInnovationinDomesticMarketForeignCompetitionBeginsProductionFirmBeginsProductionAbroadSellingProductsorServicesOutsideaFirm’sDomesticMarket5MotivationsforInternationalExpansionIncreaseMarketSharedomesticmarketmaylackthesizetosupportefficientscalemanufacturingfacilitiesReturnonInvestmentlargeinvestmentprojectsmayrequireglobalmarketstojustifythecapitaloutlaysweakpatentprotectioninsomecountriesimpliesthatfirmsshouldexpandoverseasrapidlyinordertopreemptimitators6MotivationsforInternationalExpansionEconomiesofScaleorLearningexpandingsizeorscopeofmarketshelpstoachieveeconomiesofscaleinmanufacturingaswellasmarketing,R&Dordistributioncanspreadcostsoveralargersales’baseincreaseprofitperunitLocationAdvantageslowcostmarketsmayaidindevelopingcompetitiveadvantagemayachievebetteraccessto:RawmaterialsLowercostlaborKeycustomersEnergy7InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproductionRelatedandsupportingindustriesDemandconditionsFirmstrategy,structure,andrivalry8生產(chǎn)要素基本要素土地、勞工進階要素數(shù)位通訊系統(tǒng)高等教育勞動力一般性要素高速公路系統(tǒng)、資本供應(yīng)專門性要素特殊產(chǎn)業(yè)技術(shù)人才-母國的營運環(huán)境是競爭優(yōu)勢最重要的根基Porter國家優(yōu)勢的決定因素需求狀態(tài)母國市場的購買者對特定產(chǎn)業(yè)的產(chǎn)品或服務(wù)需求的性質(zhì)與規(guī)模相關(guān)與支援性產(chǎn)業(yè)-日本：照相機與影印機-義大利：皮革與鞋業(yè)企業(yè)的策略、

結(jié)構(gòu)與對手因國而異鑽石模式9InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFactorsofproduction:theinputsnecessarytocompeteinanyindustrylaborlandnaturalresourcescapitalinfrastructurebasicfactorsincludenaturalandlaborresourcesadvancedfactorsincludedigitalcommunicationsystemsandeducatedworkforce10InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageDemandconditions:characterizedbythenatureandsizeofbuyers’needsinthehomemarketfortheindustry’sgoodsorservicessizeofmarketsegmentcanleadtoscale-efficientfacilitiesefficiencycanleadtodominationoftheindustryinothercountriesspecializeddemandmaycreateopportunitiesbeyondnationalboundaries11InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageRelatedandsupportingindustries:supportingservices,facilities,suppliersandsoonsupportindesignsupportindistributionrelatedindustriesassuppliersandbuyers12InternationalBusiness-LevelStrategy:DeterminantsofNationalAdvantageFirmstrategy,structure,andrivalry:thepatternofstrategy,structure,andrivalryamongfirmscommontechnicaltrainingmethodologicalproductandprocessimprovementcooperativeandcompetitivesystems13InternationalCorporate-LevelStrategyNeedforLocalResponsivenessNeedforGlobalIntegrationLowHighLowHighGlobalstrategyTransnationalstrategyMultidomesticstrategy14InternationalCorporate-LevelStrategyTypeofcorporatestrategyselectedwillhaveanimpactontheselectionandimplementationofthebusiness-levelstrategiesSomecorporatestrategiesprovideindividualcountryunitswithflexibilitytochoosetheirownstrategiesOthersdictatebusiness-levelstrategiesfromthehomeofficeandcoordinateresourcesharingacrossunits15MultidomesticstrategyInternationalCorporate-LevelStrategy:MultidomesticStrategyStrategyandoperatingdecisionsaredecentralizedtostrategicbusinessunits(SBU)ineachcountryProductsandservicesaretailoredtolocalmarketsBusinessunitsinonecountryareindependentofeachotherAssumesmarketsdifferbycountryorregionsFocusoncompetitionineachmarketProminentstrategyamongEuropeanfirmsduetobroadvarietyofculturesandmarketsinEurope16InternationalCorporate-LevelStrategy:GlobalStrategyGlobalstrategyProductsarestandardizedacrossnationalmarketsDecisionsregardingbusiness-levelstrategiesarecentralizedinthehomeofficeStrategicbusinessunits(SBU)areassumedtobeinterdependentEmphasizeseconomiesofscaleOftenlacksresponsivenesstolocalmarketsRequiresresourcesharingandcoordinationacrossborders(whichalsomakesitdifficulttomanage)17TransnationalstrategyInternationalCorporate-LevelStrategy:TransnationalStrategySeekstoachievebothglobalefficiencyandlocalresponsivenessDifficulttoachievebecauseofsimultaneousrequirementsstrongcentralcontrolandcoordinationtoachieveefficiencydecentralizationtoachievelocalmarketresponsivenessMustpursueorganizationallearningtoachievecompetitiveadvantage18TypeofEntryCharacteristicsExportingHighcost,lowcontrolLicensingLowcost,lowrisk,littlecontrol,lowreturnsStrategicalliancesSharedcosts,sharedresources,sharedrisks,problemsofintegrationAcquisitionQuickaccesstonewmarket,highcost,complexnegotiations,problemsofmergingwithdomesticoperationsNewwhollyownedsubsidiaryComplex,oftencostly,timeconsuming,highrisk,maximumcontrol,potentialabove-averagereturnsGlobalMarketEntry:ChoiceofEntryMode19國際性差異化化策略一個擁有先進進與特殊生產(chǎn)產(chǎn)要素的國家家，有可能發(fā)發(fā)展此種策略略

＊日本、、德國、美國國國際化低成本本策略企業(yè)通常將營營運活動集中中於母國產(chǎn)品出口至國國外市場將低附加價值值的作業(yè)外包包至其他國家家保留高附加價價值的作業(yè)在在母國事業(yè)層國際化化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirm’sreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns21國際化整合低低成本／差異異化策略因為市場與競競爭者的多元元性，所以整整合策略是全全球市場上最最有效的策略略整合策略的執(zhí)執(zhí)行依賴彈性製造造系統(tǒng)企業(yè)內(nèi)與企業(yè)業(yè)間的資訊網(wǎng)網(wǎng)路全面品質(zhì)管理理來國際化集中策策略許多企業(yè)在進進軍國際時仍仍繼續(xù)以小規(guī)規(guī)模的市場利利基為焦點＊義大利的磁磁磚業(yè)事業(yè)層國際化化策略22StrategicCompetitivenessOutcomes:InnovationInternationaldiversificationandinnovation:firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketspotentiallygreaterreturnsoninnovations(largermarkets)generateadditionalresourcesforinvestmentininnovationexposedtonewproductsandprocessesininternationalmarkets,generatesadditionalknowledgeleadingtoinnovations23RisksinanInternationalEnvironmentPoliticalRisksEconomicRisksPoliticalrisksincludeinstabilityinnationalgovernmentswar,bothcivilandinternationalpotentialnationalizationofafirm’sresourcesPoliticalRisks24RisksinanInternationalEnvironmentEconomicRisksEconomicrisksareinterdependentwithpoliticalrisksandincludedifferencesandfluctuationsinthevalueofdifferentcurrenciesdifferencesinprevailingwageratesdifficultiesinenforcingpropertyrightsunemploymentPoliticalRisks25LimitstoInternationalExpansion:ManagementProblemsCostofcoordinationacrossdiversegeographicalbusinessunitsInstitutionalandculturalbarriersUnderstandingstrategicintentofcompetitorsTheoverallcomplexityofcompetition269、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。1月月-231月月-23Sunday,January1,202310、雨中黃葉樹樹，燈下白頭頭人。。21:06:3321:06:3321:061/1/20239:06:33PM11、以我獨獨沈久，，愧君相相見頻。。。1月-2321:06:3321:06Jan-2301-Jan-2312、故人江海別別，幾度隔山山川。。21:06:3321:06:3321:06Sunday,January1,202313、乍乍見見翻翻疑疑夢夢，，相相悲悲各各問問年年。。。。1月月-231月月-2321:06:3421:06:34January1,202314、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。01一月20239:06:34下午21:06:341月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。一月月239:06下下午午1月月-2321:06January1,202316、行動出成成果，工作作出財富。。。2023/1/121:06:3421:06:3401January202317、做前，能夠夠環(huán)視四周；；做時，你只只能或者最好好沿著以腳為為起點的射線線向前。。9:06:34下下午9:06下下午午21:06:341月-239、沒有失敗敗，只有暫暫時停止成成功！。1月-231月-23Sunday,January1,202310、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒沒有。。21:06:3421:06:3421:061/1/20239:06:34PM11、成功就是是日復(fù)一日日那一點點點小小努力力的積累。。。1月-2321:06:3421:06Jan-2301-Jan-2312、世間成事，，不求其絕對對圓滿，留一一份不足，可可得無限完美美。。21:06:3421:06:3421:06Sunday,January1,202313、不知香積寺寺，數(shù)里入云云峰。。1月-231月-2321:06:3421:06:34January1,202314、意志志堅強強的人人能把把世界界放在在手中中像泥泥塊一一樣任任意揉揉捏。。01一一月月20239:06:34下下午21:06:341月-2315、楚塞三湘接接，荊門九派派通。。。一月239:06下下午1月-2321:06January1,202316、少年年十五五二十十時，，步行行奪得得胡