basic strategy content and the multinational company u strategy content includes the strategic...
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BASIC STRATEGY CONTENT BASIC STRATEGY CONTENT AND THE MULTINATIONAL AND THE MULTINATIONAL
COMPANYCOMPANY
Strategy content includes the Strategy content includes the strategic options available to strategic options available to companiescompanies
Multinational companies use Multinational companies use many of the same strategies as many of the same strategies as domestic companies domestic companies
COMPETITIVE ADVANTAGE COMPETITIVE ADVANTAGE AND GENERIC STRATEGIESAND GENERIC STRATEGIES
Competitive advantage Competitive advantage
–When a company can out When a company can out match its rivals in attracting match its rivals in attracting and maintaining its targeted and maintaining its targeted customers customers
Generic strategiesGeneric strategies
–Basic ways to keep and achieve Basic ways to keep and achieve competitive advantage competitive advantage
DIFFERENTIATIONDIFFERENTIATION
Find ways to provide superior Find ways to provide superior value to customers value to customers
LOW COSTLOW COST
Produce or deliver products or Produce or deliver products or services equal to those of their services equal to those of their competitors competitors
Produce or deliver products or Produce or deliver products or services more efficiently than the services more efficiently than the competition competition
HOW DO LOW COST AND HOW DO LOW COST AND DIFFERENTIATION FIRMS DIFFERENTIATION FIRMS
MAKE MONEY? MAKE MONEY? Differentiation Differentiation
–People will often pay a higher People will often pay a higher price for extra valueprice for extra value
Low cost Low cost
–Additional profits from cost Additional profits from cost savings savings
EXHIBIT 4.1 EXHIBIT 4.1 COSTS, PRICES, & PROFITS COSTS, PRICES, & PROFITS FOR DIFFERENTIATION AND FOR DIFFERENTIATION AND
LOW COST STRATEGIESLOW COST STRATEGIES
COMPETITIVE SCOPE COMPETITIVE SCOPE
How broadly a firm targets its How broadly a firm targets its products or services products or services
Scope ofCompetitive Target
Source of Competitive Advantage
Lower Cost Differentiation
Broad Market General CostLeader
GeneralDifferentiator
Niche Market Focused CostLeader
FocusedDifferentiator
THE VALUE CHAIN THE VALUE CHAIN
Michael porter uses the term Michael porter uses the term value chain to represent all the value chain to represent all the activities that a firm uses ".. To activities that a firm uses ".. To design, produce, market, deliver, design, produce, market, deliver, and support its product" (Porter and support its product" (Porter 1985: 36) 1985: 36)
InputLogistics
Operations
Marketingand Sales
Service
SUPPORT ACTIVITIES
PRIMARY ACTIVITIES DOWNSTREAMUPSTREAM
R&DOput
Logistics
EXHIBIT 4-3 THE VALUE CHAIN
COMPONENTS OF THE VALUE COMPONENTS OF THE VALUE CHAIN CHAIN
Primary activitiesPrimary activities Support activitiesSupport activities Upstream and downstreamUpstream and downstream
COMPETITIVE STRATEGIES IN COMPETITIVE STRATEGIES IN INTERNATIONAL MARKETSINTERNATIONAL MARKETS
OffensiveOffensive DefensiveDefensive
COUNTERPARRYCOUNTERPARRY
A popular strategy for A popular strategy for multinationals multinationals
Fends off a competitor's attack Fends off a competitor's attack in one country by attacking them in one country by attacking them in another countryin another country
E.G. Kodak versus Fuji E.G. Kodak versus Fuji
SUSTAINING COMPETITIVE SUSTAINING COMPETITIVE ADVANTAGE ADVANTAGE
Sustainable means that strategies Sustainable means that strategies are not easily neutralized, are not easily neutralized, copied, or attacked by copied, or attacked by competitorscompetitors
LOW COST LABORLOW COST LABOR
Most imitated sources of lower Most imitated sources of lower costs in the international marketcosts in the international market
Quickly copied by competitorsQuickly copied by competitors
CORPORATE STRATEGYCORPORATE STRATEGY Contrasts with business level strategy Contrasts with business level strategy How companies choose their mixtures How companies choose their mixtures
of different businessesof different businesses DiversificationDiversification
–Related Related
–UnrelatedUnrelated
MULTINATIONAL MULTINATIONAL DIVERSIFICATIONDIVERSIFICATION
A quick way to gain a market A quick way to gain a market presencepresence
Coordinate and use resources Coordinate and use resources from any locationfrom any location
Establishes global brand namesEstablishes global brand names Cross subsidizationCross subsidization
Exhibit 4-4 Shows a Selection Exhibit 4-4 Shows a Selection of Diversified Multinationals of Diversified Multinationals With Their Major Lines of With Their Major Lines of BusinessesBusinesses
Company(HeadquartersLocation)
Major Business Lines
GE(U.S.A.)
Aircraft engines, aerospace, appliancescommunications and services, electricaldistribution and control, financial services,industrial and power systems, lighting, medicalsystems, motors, NBC, plastics, transportation
Nestlé(Switzerland)
Drinks, dairy products, chocolate andconfectionery, culinary products, frozen food andice cream, food service products, hotels andrestaurants, instant food and dietetic products, petfoods, pharmaceutical products and cosmetics,refrigerated products
Philips(Netherlands)
Lighting, components, consumer electronics,domestic appliances and personal care, medicalsystems, industrial and electric acoustic systems,information systems, communication systems
STRATEGY FORMULATION STRATEGY FORMULATION TECHNIQUES: TRADITIONAL TECHNIQUES: TRADITIONAL
APPROACHES APPROACHES
STRATEGY FORMULATIONSTRATEGY FORMULATION
The process by which managers The process by which managers select the strategy to be used by select the strategy to be used by their companytheir company
ANALYSIS TECHNIQUES ANALYSIS TECHNIQUES Help Managers UnderstandHelp Managers Understand
–A company's competitive position A company's competitive position in the industryin the industry
–Opportunities and threats faced by Opportunities and threats faced by their companytheir company
–Company's strengths and Company's strengths and weaknesses weaknesses
INDUSTRY EFFECTS ON INDUSTRY EFFECTS ON STRATEGY SELECTION STRATEGY SELECTION
Market sizeMarket size Ease of entry and exitEase of entry and exit Whether there are economies of Whether there are economies of
scale in production scale in production Driving forces of change Driving forces of change Nature of competition in industryNature of competition in industry
EXAMPLE KEY SUCCESS EXAMPLE KEY SUCCESS FACTORS FACTORS
Innovative technologyInnovative technology Broad product lineBroad product line Distribution channel Distribution channel
effectivenesseffectiveness Price advantages Price advantages Promotion effectivenessPromotion effectiveness
Superior physical facilitiesSuperior physical facilities Experience of firm in businessExperience of firm in business Cost position for raw materialsCost position for raw materials
FORMULATING THE BEST FORMULATING THE BEST STRATEGIESSTRATEGIES
Know the industry and KSFsKnow the industry and KSFs Understand and anticipate your Understand and anticipate your
competitors' strategies competitors' strategies
THE COMPETITIVE ANALYSISTHE COMPETITIVE ANALYSIS
A competitive analysis develops A competitive analysis develops profiles of your competitors' profiles of your competitors' strategies and objectives strategies and objectives
FOUR STEPS FOUR STEPS For competitors and assess:For competitors and assess:
(1) Strategic intent(1) Strategic intent
(2) Current and anticipated generic (2) Current and anticipated generic strategiesstrategies
(3) Current and anticipated offensive (3) Current and anticipated offensive and defensive competitive strategiesand defensive competitive strategies
(4) Current positions(4) Current positions
KEY POINTS FOR MULTINATIONAL KEY POINTS FOR MULTINATIONAL MANAGEMENTMANAGEMENT
Use a country by country Use a country by country competitive analysis competitive analysis
Plan distinct competitive strategies Plan distinct competitive strategies by competitors and countries by competitors and countries
See exhibit 4-5 for examplesSee exhibit 4-5 for examples
COMPANY SITUATION COMPANY SITUATION ANALYSISANALYSIS
The most common tool: the The most common tool: the SWOT SWOT
–StrengthsStrengths
–WeaknessesWeaknesses
–OpportunitiesOpportunities
–ThreatsThreats
KEY POINT FOR MULTINATIONAL KEY POINT FOR MULTINATIONAL MANAGEMENTMANAGEMENT
The SWOT analysis for the The SWOT analysis for the MNC is more complexMNC is more complex
Each country provides its own Each country provides its own operating environmentoperating environment
A country-by-country SWOT is A country-by-country SWOT is probably most prudent probably most prudent
CORPORATE STRATEGY CORPORATE STRATEGY SELECTIONSELECTION
Deciding which businesses in the Deciding which businesses in the portfolio are targets for growth portfolio are targets for growth and investment and which are and investment and which are targets for divestment or targets for divestment or harvesting harvesting
ASSESSING A CORPORATE ASSESSING A CORPORATE BUSINESS PORTFOLIO BUSINESS PORTFOLIO
The basic tool: matrix analysesThe basic tool: matrix analyses The most popular is the growth-The most popular is the growth-
share matrix of the Boston share matrix of the Boston consulting group (BCG) consulting group (BCG)
THE BCG GROWTH-SHARE THE BCG GROWTH-SHARE MATRIX MATRIX
Based on the industry growth Based on the industry growth rate the relative market sharerate the relative market share
–StarsStars
–DogsDogs
–Cash cowsCash cows
–Problem childrenProblem children
MATRIX ANALYSES FOR THE MATRIX ANALYSES FOR THE DIVERSIFIED MULTINATIONAL DIVERSIFIED MULTINATIONAL
COMPANYCOMPANY The portfolio assessment The portfolio assessment
becomes more complexbecomes more complex Portfolio analyses must be Portfolio analyses must be
conducted for each business in conducted for each business in each country or region of each country or region of operationoperation
EXHIBIT 4.6 EXHIBIT 4.6 THE BCG GROWTH SHARE THE BCG GROWTH SHARE MATRIX FOR A DIVERSIFIED MATRIX FOR A DIVERSIFIED MULTINATIONAL COMPANYMULTINATIONAL COMPANY
Star
Strategy: Investand Expand
Cash Cow
Strategy: Defendand Harvest
Problem Child
Strategy: Investand Expand or
Divest
Dog
Strategy: Divest
Star
Strategy: Investand Expand
Cash Cow
Strategy: Defendand Harvest
Problem Child
Strategy: Investand Expand or
Divest
Dog
Strategy: Divest
Star
Strategy: Investand Expand
Cash Cow
Strategy: Defendand Harvest
Problem Child
Strategy: Investand Expand or
Divest
Dog
Strategy: Divest
Country A
Country B
Country CIn
dust
ry G
row
th R
ate
High
Low
Relative Market Share
High Low
CONCLUSIONSCONCLUSIONS
Few students will work in Few students will work in industries not touched by global industries not touched by global competition competition
All managers need to understand All managers need to understand the application of strategic the application of strategic management to the international management to the international arena arena