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CORPORATE LEVEL STRATEGIESCOOPERATION IS REQUIRED IN COMPETITIVE WORLD AND TODAYS BUSINESS ENVIRONMENT .INTERNATIONALIZATION STRATEGYTHESE ARE THE EXPANSION STRATEGIES THAT REQUIRES ORGANIZATION TO MARKET THEIR PRODUCTS OR SERVICES BEYOND THE DOMESTIC OR NATIONAL MARKET.WHY INTERNATIONALIZATION STRATEGIESMAJOR FACTORS:-1.TECHNOLOGICAL DEVELOPMENT REDUCING THE TRANSPORTATION COST, IMPROVEMENT IN COMMUNICATION TECHNOLOGY , TRADE AND INVESTING NATIONS AND POLICY INDUCED, REDUCED TARIFF RATES AND CROSS BRODER INVESTMENTS AND INCREASE IN INTERNATIONAL TRADE AND INVESTMENTS. 2 . LOWERING OF TRADE AND INVESTMENTS 3. EASE IN GOVERNING TRADE AND INVESTMENTS .4. INTENSIFICATION OF MARKETS , TRADE , FINANCE , TECHNOLOGY, LABOUR, TRANSPORTATION AND ECONOMIC INSTITUTION.PORTERS MODEL OF COMPETITIVE ADVANTAGE OF NATIONS:-PORTERS DIAMOND FOUR FACTORS ARE CALLED DIAMOND DETERMINANATS:-1. FACTOR CONDITIONS:- PRODUCTION INPUTS2. DEMAND CONDITIONS:- NATURE AND SIZE OF BUYER NEED.3. RELATED AND SUPPORTING INDUSTRIES:- EXISTENCE OF RELATED AND SUPPORTING INDUSTRIES.4. FIRM STRATEGY, STRUCTURE AND RIVARLY:- CONDITIONS IN NATION RELATED WITH COMPETITION. TYPES OF INTERNATIONAL STRATEGIES:- TWO SET OF FACTORS IMPENGE UPON A FIRM DECISION TO ADOPT INTERNATIONAL STRATEGIES:-1. COST PRESSURE2. PRESSURE FROM LOCAL RESPONSIVENESS.FOUR TYPES OF INTERNATIONAL STRATEGIES:-GLOBAL STRATEGIES :- LOW COST BASED APPROACH BASED ON REAPING THE BENEFITS OF EXPERIENCE CURVE AND LOCATION BASED ECONOMIES AND OFFERING OF STANDARDIZED PRODUCT ACROSS DIFFERENT CONTURIESTRANSNATIONAL STRATEGIESCOMBINESD APPROACH OF LOW COST AND HIGH LOCAL RESPONSIVENESS SIMULTANEOUSLY.INTERNATIONAL STRATEGYCREATES VALUE BY TRANSFERRING PRODUCTS AND SERVICES TO FOREIGN MARKET WHERE THESE ARE NOT AVAILABLE.MULTIDOMESTIC STRATEGYACHIEVE HIGHER LEVEL OF LOCAL RESPONSIVENESS BY MATCHING THEIR PRODUCT AND SERVICE OFFERING TO NATIONAL CONDITIONS OPERATING IN THE COUNTRIES THEY OPERATE.INTERNATIONAL ENTRY MODE1. EXPORT ENTRY MODE:- DIRECT AND INDIRECT EXPORTS).2. CONTRACTUAL ENTRY MODES:- (LICENSING , FRANCHISING AND CONTRACTUAL ARRANGEMENTS.3. INVESTMENT ENTRY MODE:- INDEPENDENT VENTURES AND WHOLY OWNED SUBSIDIARIES.BORN GLOBAL FIRMBUSINESS ORGANIZATION THAT, FROM OR NEAR THEIR FOUNDING, SEEK SUPERIOR INTERNATIONAL PERFORMANCE FROM THE APPLICATION OF KNOWLEDGE BASED RESOURCES TO THE SALE OF OUTPUT IN MULTIPLE COUNTRIES.STRATEGIC DECISIONS IN INTERNATIONALISATION1. WHICH INTERNATIONAL MARKET TO ENTER?2. TIMING OF ENTRY INTO INTERNATIONAL MARKETS.3. SCALE OF ENTRY INTO INTERNATIONAL MARKETS.ADVANTAGES AND DISADVANTAGES OF EXPANSION STRATEGIESADVANTAGES:-1. REALISING ECONOMIES OF SCALE.2. REALISING ECONOMIES OF SCOPE.3. EXPANSION AND EXTENSION OF MARKETS.4. REALISING LOCATION ECONOMIES.SOME ADDITIONAL COST ARE ALSO REQUIRED LIKE INFRASTRUCTURE AND INFORMATIONAL COSTDISADVANTAGESHIGHER RISKSDIFFICULTY IN MANAGING CULTURAL DIVERSITYHIGH BEREAUCRATIC COSTHIGHER DISTRIBUTION COSTTRADE BARRIERSREGIONALIZATION STRATEGIESTHIS CAN BE CONSIDERED AS AN EXPRESSION OF SEMI GLOBLIZATION . SEMI GLOBLIZATION IMPLIES NEITHER EXTREME GEOGRAPHICAL FRAGMENTATION OF WORLD IN NATIONAL MARKETS , NOR COMPLETE INEGRATION FIVE TYPES OF REGIONALIZATION STRATEGIESHOME BASED STRATEIGIES:- INVOLVES MANUFACTURING FACILITIES IN HOME COUNTRY AND EXPORTING FROM THERE TO NEARBY COUNTRIES.PORTFOLIO BASED STRATEGIES:-SET OF INTERNATIONAL MANUFACTURING FACILITIES BASED IN DIFFERENT REGIONS. HUB STRATEGIESBUILDING OF NETWORK OF HUBS (REGIONAL BASES). PLATFORM STRATEGIES:- INVOLVING MAINTAINING INTERREGIONAL PLATFORM PROVIDING BACKEND ACTIVITIES,DELIVERING ECONOMIES OF SCALE AND SCOPE AND SPREADING FIXED COSTS ACROSS REGIONS.MANDATE STRATEGIES:- INVOLVES PURSUING ECONOMIES OF SPECIALIZATION THROUGH INTERREGIONAL MANDATES THAT ASSIGN SPECIFIC PRODUCTS OR ROLES TO PARTICULAR REGIONS. STRATEGIES FOR POOR SOCIETY OR WEAKER SECTION OF SOCIETYSTRATEGIES OF BOTTOM OF PYRAMID DEPENDS ON TACTICS OF MAKING PRODUCTS AND SERVICES AFFORDABLE FOR POOR PEOPLE.1. EASY PAYMENTS AND INSTALLMENTS2. COST CUTTING3. SMALL PACKAGES4. CHARGING PRICES BY PAY BY USE.5. DIRECT DISTRIBUTION.STRATEGIES FOR LOCAL COMPANIES COMPETING WITH GLOBAL COMPANIES1. USING HOME FIELD ADVANTAGES :- SITUATIONS WHERE THE PRESSURES FOR GLOBAL COMPETITION ARE WEAK AND A LOCAL FIRM HAS COMPETITIVE STRENGTH WELL SUITED TO LOCAL MARKET GOOD STRATEGY IS TO CONCENTRATE ADVANTAGES TO ENJOY IN THE HOME MARKET.2. TRANSFERRING THE COMPANY EXPERTISE TO CROSS BORDER MARKETSLAUNCHING INITIATIVES TO TRANSFER ITS EXPERTIZE TO CROSS BORDER MARKETS.3. SHIFTING TO A NEW BUSINESS MODEL OR MARKET NICHE:- SHIFTING SOME PORTION OF BUSINESS .4. CONTENDING ON A GLOBAL LEVEL:- LOCAL COMPANIES IN AN EMERGING MARKETS HAS TRANSFERABLE RESOURCES AND CAPABILITIES, IT CAN SOMETIMES LAUNCH SUCCESSFUL INITIATIVES TO MEET THE PRESSURE FOR GLOBLIZATION HEAD AND START TO COMPETE ON AGLOBAL LEVEL ITSELF. COOPERATIVE STRATIGIESCOULD TAKE INTO ACCOUNT THE POSSIBILITY OF MUTUAL COOPERATION WITH COMPETITORS AND THE SAME TIME COMPETING WITH THEM SO THAT MARKET POTENTIAL COULD EXPAND.COOPERATIVE STRATEGIES ARE AS FOLLOWS:- 1. MERGERS AND ACQUISITIONS2. JOINT VENTURES3. STRATEGIC ALLIANCES.Merger and acquisitionsOr take over's essentially involves the external approach to expansion basically two or occasionally more than two entities are involved.Joint ventures occurs when an independent firm is created at least between two other firms.. Strategic alliance are partnership between firms where by their resources , capabilities and core competencies are combined to pursue mutual interest to develop manufacture or distribute goods and servicesTypes of merger and acquisitions:-1. horizontal merger :- two or more organizations in the same business.2. vertical mergers :- combination of two or more organization not necessarily in the same business example footwear manufacturing unit combines with the tannery or with the chain of shoe stores. Concentric merger:- when there is a combination of two or more organization related to each other in terms of customers functions , customer groups , or alternative technologies used. Example :- Hosiery company combines with footwear companiesConglomerate mergers:- when there is combination of two or more organizations unrelated to each other footwear company combines with pharmaceutical companies.Reasons for mergers and auqisitions:-Increase the value of organizational stock , growth rate growth in investment , stability in earning and sales , diversification of product line , reduce competition , market coverage , quick resources , synergy.Why seller wish to merger :- To increase the value of owners stock and investmentIncrease growth rateStabilize operations.Top management succession problem.

Important issues in merger and acquisitionStrategic issue related with commonality of interest .Three financial issues :- valuation of business , source of financing funds or borrowed funds , taxation .Managerial issues :- professional management.Legal issues in merger .

How merger and acquisition takes place :-1. spell out the objectives2. indicate how the objectives should be achieved3. access managerial qualities.4. check the compatibility of business cycle.5. anticipate and solve the problem early.6. treat people with dignity band concern.Pros and cons of merger and acquisition It ensures proper management , offer easy growth opportunities , crate mobility of resources, avoid gestation period involved in project , offer chance for sick unit to revive.Opponent of takeovers argues :- professionalism is replaced by money power , no real asset creation by organization to society ,interest of minority shareholders are not protected, creates monopolistic or oligopolistic tendencies.Joint venture strategies :- An entity resulting from long term contractual agreement between two or more parties , to undertake mutually beneficial economic activities ,exercise joint control and contribute equity and shares in the profit or losses of the entity.Conditions of joint ventures :-Gain access for new business1. activity is uneconomical for an organization to do alone.2. high risk in business for sharing.3. distinctive competencies.4. to remove hurdles in business.Five basics why joint venture;-TechnologyGeographyRegulationsSharing of risk and capitalIntellectual exchangesTypes of joint venturesWith in industries :- in one industry :- ntpc and Indian railways for setting of thermal power plant to meet railway network across country.Across different industries :- action aid India and Tata social sciences offering educational program for village people.Across countries:- DLF AND NAKHEEL PROPERTY DEVELOPER OF UAE.

STRATEGIC ISSUES IN JOINT VENTURES:-ACHIEVING MUTUAL OBJECTIVESELIMINATING , REDUCING AND CONTROLLING COMPETITION.INCREASING MARKET SHARE.IF TECHNOLOGY IS CRITICAL .DIVERSIFICATION OF BUSINESS.LEGAL AND REQULARITY HURDLES.BENEFITS AND DRAWBACK IN JOINT VENTURES:-MAJOR BENEFITS:- MINIMIZING RISK , REDUCING INDIVIDUAL INVESTMENT IN BUSINESS, ACCESS TO FOREIGN TECHNOLOGY , ACCESS TO GOVERNMENTAL AND POLITICAL SUPPORT .DISADVANTAGES :- problem in equity participation , foreign exchange regulation , lack of proper coordination , cultural and behavioral differences.Why joint ventures fail :-Change of strategyRegulatory change.Success of joint venture.Having partner hamper growth.Lack of transparency.Strategic allianceTwo or more firms unite to pursue a set of agreed upon goals, but remain independent subsequent to the formation of alliancePartner firms shares benefits of allinace and control over performance of assigned task.Contribute on major areas like technology and product.Alliance must satisfy one of these criteria:-It must be critical to the success of core business goal or objectivesCritical to the development or maintainance of a of a core competencies.Enables blocking competitive threath.Create and maintain strategic choices of firmMitigate significant risk to the business.Reasons for strategic alliance1. entering new markets2. reducing manufacturing costs3. developing and diffusing technology.Types of strategic alliances1.Procompetitive alliance (low interaction / low conflict):- these are inter industry, vertical value chain relationship between their manufactures and suppliers. Suppliers and buyers firms entering upon long term contracts contributes procompetitive alliances2.non competitive alliance :- (high interaction / low conflict) :- alliances can be entered upon by firms that operates in the same industry ,they do not perceive each other as rival .3. competitive alliance ( high interaction / high conflict) :- alliance may be inter or intra industry, this partnership brings two rival firms in a cooperative arrangements.Precompetitive alliance :-partnership brings two firms from different often unrelated industries to work on well defined actives such as new technologies development.Joint development of any itemManaging strategic alliance1. clearly define a strategy and assign responsibility.2. phase in the relationship between partners3. blend culture4. provide for an exit strategy.Pit falls in strategic allianceLack of trust , commitment , misunderstanding , conflict in goals and objective , inadequate preparation for entering, hasty implementation of plans , controlling the relationship rather than managing.External conditions :- relation between partners , human skills of mangers involved , ,lack of leadershipDigitalization strategies :-It is a very vast concept encompassing a number of areas such as business, social sciences or technologyDigitalization :- is a technical term denoting the conversion of analogue electrical signals in to digital signal a process that takes place, for instance, in the case of recording music on a compact disk when physical sound waves in the form of electrical sound signals get converted into digtal electronic signals.Digitalization in such asComputerization:- computers and order to organize the data.Electronisation :- physical data in to electronic data digitalized and networked.

Principles of digitalisation strategies :-1. first stage :- organization must consider reshaping the competitive landscape and the architecture. ( performing servicing function , win the market before competitors do)2. second stage :- organization must build new connections by linking closely to the customer( reduce human interface , continuity in every area , website must have interface with customer , structuring every transaction)Digitalization transforms the value chain and value system in several different ways :-1. deconstruction 2. disintermediation3. re intermediation4. industry morphing:- traditional industries are transforming in to entirely new types of industries .traditional boundaries that defines a particular business are being transformed thia process is called morphing. 5. cannibalization6. techno intensification

Last rechanneling. Distribution in favour of internet based marketing activitiesDigitalization strategies :- three pahses in digitalizing business1. choosing among the e business patterns2. choosing e model3. choosing e business design.Five patterns of digitalizationE channel pattern :- chain of relationship between companies and customers and between companies and their partners.Click and brick pattern:- brick and mortar firms are traditional organization click and mortar firms are the new types of organization that rely on information technology traditional adopt some new aspects of the new organization is called click and brick pattern. E market marker or net market pattern :- online intermediaries that connect different buyers and sellers with in a common vertical industry.Pure e digital product patterns :- many product and services can be produced, delivered consumed and licensed ellectronically.