國際化策略StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-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國際性差異化策略一個擁有先進與特殊生產(chǎn)要素的國家，有可能發(fā)展此種策略

＊日本、德國、美國國際化低成本策略企業(yè)通常將營運活動集中於母國

產(chǎn)品出口至國外市場

將低附加價值的作業(yè)外包至其他國家

保留高附加價值的作業(yè)在母國事業(yè)層國際化策略20StrategicCompetitivenessOutcomes:ReturnsInternationaldiversificationandreturns:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregionsandcountriesintodifferentgeographiclocationsormarketsmayincreaseafirm’sreturnssuchfirmsusuallyachievethemostpositivestockreturnsfirmmayachieveeconomiesofscaleandexperience,locationadvantages,increasedmarketsizeandopportunitytostabilizereturns21國際化整合低成本／差異化策略因為市場與競爭者的多元性，所以整合策略是全球市場上最有效的策略

整合策略的執(zhí)行依賴彈性製造系統(tǒng)企業(yè)內(nèi)與企業(yè)間的資訊網(wǎng)路全面品質(zhì)管理來國際化集中策略許多企業(yè)在進軍國際時仍繼續(xù)以小規(guī)模的市場利基為焦點＊義大利的磁磚業(yè)事業(yè)層國際化策略22StrategicCompetitivenessOutcomes:InnovationInternationaldiversificationandinnovation:

firmexpandsthesalesofitsgoodsorservicesacrossthebordersofglobalregi