n~u~uo~oina;riion~uiuds::~n~~or~nua~a~n~~~~iaold-book.ru.ac.th/e-book/i/ib415(50)/ib415-4.pdf ·...

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Page 1: n~u~uo~oina;riion~uIuds::~n~~or~nua~a~n~~~~iaold-book.ru.ac.th/e-book/i/IB415(50)/IB415-4.pdf · uonoin&isutn~ufiuiwuind T~oo~&dsrluahin^bJ driunji daaunndfiu$ (Experience curve)

&tuuinniisrfion~uludsr~nn 9 uu'ii~~nni-i~sluni? q hlornFiiunii~n'un'niu 8.4'1 4 U U n~u~uo~oina;riion~uIuds::~n~~or~nua~a~n~~~~ia ~ 3 u n n stuuCq% sruu

~mrrgfio ~ruunpauiuua:ni .r~i jo~~4t l~3r~ Y ~ ~ u a Iuarurdni.rwi3lu~naunti q QJ 0 . Y

Y ^ ~ ~ M ~ ~ ~ I R ~ ~ R ' ~ J L Q I ~ ~ L L R ~ L ~ U ~ ~ Q ~ ~ ~ ~ Y I Q M A I U ~ ~ = : ~ ~ Q I ~aiurmclr~u q ~ a i u d

X l I l l ~ ~ ~ f n l Y n l f ~ ~ ~ J ~ ~ ~ n l f d ~ ~ f Q 3 ~ ~ 1 ~ ~ ~ Y Y s l a a ~ o u n i w u ~ r f i m u n t: u i n .Q ~ a i n ~ a i u ~ ~ ~ ~ n ~ i u u ~ ~ . r ~ i f m f i 8 f r ~ i i ~ d f r ~ n ~ 1 o r & ~ ~ d f r 1 i u n i ~ d ~ ~ a a i u q ,

n a q n h o ~ ~ d a u ~ f i o (Business Units) C ( n ~ r o i u o ~ ~ u h u s i i ~ 7 ~ a ~ l ~ n d i i n q i u

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~ U ~ J ~ Q J R ' I ? ~ B O U L L R ~ ~ ~ Y ~ ~ W R ~ ~ ~ ~ F ~ I ~ ~ W J ~ U Y ~ J M ~ ~ ~ ~ ~ ~ L M ~ ~ ~ ~ ~ ~ 9 q

Page 2: n~u~uo~oina;riion~uIuds::~n~~or~nua~a~n~~~~iaold-book.ru.ac.th/e-book/i/IB415(50)/IB415-4.pdf · uonoin&isutn~ufiuiwuind T~oo~&dsrluahin^bJ driunji daaunndfiu$ (Experience curve)

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(Supporting Activities) ds?u& r n n ~ d a i h ~ s a u ~ n ~ n i w u q n s u ~ u d r & U R ~

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m d J qna~anaauumun~~'I.a"n?~u~n~ua=:~~~umu~~nei (Capabilities) dijo~Ju

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Primary A ctk ities

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ices

B 8 a

1 . V)

Marketing Inbound

Procurement

Technology Development

Human Resoune Management

Firm Infrastructure

0 perations 0 utbound 81 Sales Loglst Ics LoglsSics

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Page 8: n~u~uo~oina;riion~uIuds::~n~~or~nua~a~n~~~~iaold-book.ru.ac.th/e-book/i/IB415(50)/IB415-4.pdf · uonoin&isutn~ufiuiwuind T~oo~&dsrluahin^bJ driunji daaunndfiu$ (Experience curve)

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Rj f~ ~d~i ludaun~u~~nn~ia~~r"~~~f i~uT 'ud~zniuu inu"n ~?ki+njnidlm?n~uaz

d ~ J o d ~ r i ~ d k d ~ z ~ n ~ ? ~ ~ ~ t l f f w " u ~ ~ n ~ ~ a u J o ~ ~ r i u i n U uszd~ctauui~kwain d d W L I d~rmfi iunu~usuu?lnn ~ ? o n ~ s d d . r z ~ n f i a o ~ ~ s l ~ ~ ~ t l ( i ~ L C I < Q J ~ ~ R ~ l JLGI~IIU

dr~nf i InoIu~ in id in i i I o uin it~usiw 3. n?.rr'iu%f~?nn"dan (Worldwide Learning) nirdi~fiuriulu

~ ~ u ~ m 8 o u d ~ a i n ~ a i u u ~ i ~ r i o l ~ k f i n b d ~ d ' L ~ ~ m 91 7 d ~ z n m $ r l i ~ ~ ' o ~ 6 n i ~ 1 1 ~ f i ~ l

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u ? ~ n h d d i ~ f i u n i ~ ~ ~ u u~d~lud3: :~nf i~d~ a a r ~ m f uh!i~itunis'on uuunddluiin 8 dxmf i~dd a ~ 6 n m ~ z ~ ~ ' r i o u ~ o ~ n ) ; 1 ~ ~ ~ ~ ~ ~ n d i ~ u u ~ ~ ~ z ~ i ~ r i i t l n o m n i ~ ~ " ~ t l ~ ? u " u U U

Whr f iun i~ ludrz~n~& 16 idu ~ u ~ i i ~ u a ~ ~ u u u n h ~ ~ ~ ~ l u a ~ ~ ^ T n i ~ ~ o i i

Lfiad U ~ ~ ~ ~ ~ ~ ~ ~ U I T ~ ~ U ~ ~ Z L ~ R ~ I I I M I $ U ' O LIMQLLMZ~I U U P

~ i u n a ~ ~ ~ o ~ l u a i n i s u ~ ~ d i u " n ~ i ~ ~ . t ~ i l ~ r ~ u ~ 1 ~ i u d i ~ ~ ~ l 6 oinn~iurhdolu

dsz~nfi~~uvfil$~ui~iuad%un~#~~r~R'R'~~iun~u uinu nqu~~n incwdu u L: ~ ~ d f i l ~ ~ f ! ~ d ~ ~ d ? l ~ ~ M ~ j L ~ u ~ u R J U U D J ~ ~ I ~ ~ ~ ~ ? ~ ~ ' I Y \ ~ ~ ~ L ~ I Y \ ~ I ~ ~ L ~ ~ ~ ? ~ U ~ Q ~

nist%u$$<muu . r?uk&dnahuar~r~~did q dozn~~uun~ru?unirfinuf l U

~ ~ a ~ ~ u ~ o n i ~ $ ~ z ~ s u ~ ~ ~ ~ \ ~ U q o~nni idnQu~idu~aimlan

1. International Strategy

2. Multidomestic Strategy

3. Global Strategy

4. Transnational Strategy

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naqnfdncii~5i~6urrl,duu'Ldm~us~~un~i~~iluuiu~wi~ (Internationatization) Y a~qsfio tufa ~ d ~ ~ f i o ~ ~ u u u i u n i s d i t ~ w ~ i u ~ d k dwdsz~nclihld International Strategy uaz L: a f ld~rcrunis~un~sdi ~ ~ u ~ f i o

uingu asfiiioiiiinisriuuinaqn~~l~<~~ui~cruCun?luw'oanis~~az~niwnis 1

rldrl d v C dtyilumainlan u ~ ~ n ~ i u r n 8 r u i ~ ' I ~ ~nuwa~#u~~ilun~n~ldai913nauna'd 1

v d r r r u A d & ~~mndi~nLiru~~daz~uin~~anonssul$i 14% uswnnu1uii7~aiudsz~nn adhis

a i o ~ i ~ u n n ~ ~ n $ ~ ~ ~ ~ n d i ~ n i n h ~ i u ~ ~ d ~ z ~ u ~ u ~ f i o adi~lzn'miuuciaznaqnM

~'nworz + a ~ ~ ~ a ~ u ~ m n i u i i iucrn~lumin~i 4.2 nis~i i rmlgna $nanZu d ~ d Y ~ ~ ~ ~ ~ ~ ~ W ~ ~ ~ ~ ~ ~ 7 1 ~ c n ' ~ d n l ~ ~ ~ d ~ ~ ~ ~ l ~ ~ f i ~ ) ~ ~ A' t:

International Strategy

~nternationa~ strategy tiluna qnff!pfisldnqiu muizn~cJ'n~3a

nqiunu' ~ 3 a ~ 1 K ~ ~ ~ u d ~ ~ u i ~ u 1 u d s z ~ n ~ 1 ~ ~ r i hJhoz~ilu^aurii n ' n ~ z h s 4 rl ~ILQWIU MSDDU 7 ~ ~ u a i ~ % h ~ ~ ~ u n i s ~ ~ d d u ' u ~ ~ ~ ~ ~ d n i ' ~ ~ u i u n i ~ d i ~ ~ u d i u ~ d

~ d ~ ~ l ~ d l d d 5 ~ L n f l k d i d ~ t l l ~ ~ d ~ v ~ Q ~ ~ I ^ ~ u ~ I L L B ~ & ~ ~ ~ J ~ ~ U ~ I U R ~ I U L ~ W

~ficlni~i~17nzsu n ~ i u ~ i l y f i ~ i I u n i s w f i s ~ n u u ~ d ~ ( d n ~ i u ~ s a a U f i u ~ ~ u d n i u

n ? i u ~ ~ ~ c r d ~ u n i ~ ~ ~ r i i ~ u ' i ~ m a i ~ ~ d i d d z ~ ' ~ n ~ U ~?afiuuiuuad~du TOYS 'R" US

ldiial~id~f5auIrda~6u~uluni~wijm nis~fiuuaznis~?idAiind I ~ i I K u i u

h6 i l f l us in i~ in i i c i U ~ ~ d d ' I ~ n i z $ i ^ a ~ ~ i ~ ~ i m ~ i ~ d i d d z ~ ~ f luh n a u n ~ ~ ~ ~ u i : ~ s z ~ d ~ d a c i u d ~ ~ u n a i n c i i ~ d s r ~ n ~ ~ ~ d d u ' a ~ K ~ d ~ u u 1 U

visanlnw~~un~sd~riiu~~u~~u~u ~~a~~muisnwijmitu6iu"u~~1" ~iau3islinlid

~ ~ l ~ ~ l ~ ~ ~ ~ ~ ~ ~ ~ d ~ ~ ~ ~ ~ ~ ~ ( / ~ ~ ? 1 ~ 6 ~ d ~ l ~ ~ ~ ~ d ~ ~ ~ ~ 1 ~ ~ ~ 0 6 ~ d ~ ~ 1 U 1 ~ ~ ~

6uqulunirii r h i x

Multldomestlc Strategy td r u

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dv fli~<u~rinmui<nR"dfi~n~~udii~acii~d idu bddiuwi jm guhaidni$a'u

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International Strategy t 1 7 ~ o ~ ~ ~ ~ u u ~ u n i ~ ~ ~ s i ~ u ' u ~a.imaumo~viamiu l f l&2eldum in d 'a~ni r lu .~o~~u BiidLJrr~nfi ~ribiiQdrt'l umdqi ndi LR

ig~luvii~drr ~ n n la.i~fl.dilrr'luad~in drnun7rdniriruuf

Mullornestlc Strategy ~ n i n l k ~ d ~ u u h f i ~ ~ ~ r n ~ ~ri~dil3drr'luadqinrli~~i qndnitn~imlfimamn&~iiu i 8 ~ l ~ d i ~ d r r ~ n f l miu8e~nirluu4~tmaim

bldiladrrluadqin

Global Strategy

Transnational Strategy

J nu?: Hill, C. W. L. (2003). lnternatlonrl Bknlne8s: Competing In the Global Matltetplacr. (Fourth Edltion).

Baston. McGraw-HIII Company, p.427.

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Global Strategy 02 d naun%u~dwna~n%mfdu'iun'~na~nd q Multidmestic Strategy d

A - - tAu-31 w'ic^r~nn~uudardsrm~~~~~iu~~mn(iidni( q v m ~ n ~ ~ w n d l h a ~ n 8 ~ o r n

Ian~ailaurUuaainrZuq l ~ u o e u a ~ ~ i n ~ u ~ ~ ~ l n n d d n ~ i u ~ i a ~ n i d o u n i ~ i n Y r n n w a i n 1 [ u ~ a n u ~ ~ ~ ~ u i E u 6 i ~ ~ a ~ ~ ~ n i f ~ ~ ~ ~ ~ ~ u ~ h v u ~ ~ ~ m a ~ 1 u a ~ d ~ n ~ i u q

w ' o d n i . r v o d $ ~ i ~ n n n ~ u ~ naqn8dt i inqinuuq~nva~ Theodore Levitt A a ~ i ~ m ~ i ~ i ~ t l ~ ~ ~ ~ u ~ i ? n u i i j l l a i 5 ~ i 5 n n~~uiinr=:udanifiTmrlijwal$n~iu

iia~niwa~$~3lnahlar1~~8oun'u qsiiq~~nq~Idilr=:~ug~~inanlunif~d~nu I V n ni~u'lm'u~.luuu~~u~n'urG1a~auo~iu~~n~ Y ~lnnn"~l~nlu~ini~~iu~niruarl~nis

d~~kunimiur~~u~Zu~n'u~dalfl6d~zlu~d0inn~~d~=:~~~~~~vuinlu~n6iun"~ 8 Riun i~utmr~amisra i~ n i f ~urraz~Twui Y ar l ~ u o = : ~ ~ ~ i u n i ~ u f m ~fiud 2-3

dsr~n~dids=:En5niwuind~n uar~wuinr=:u~uni.r~~tiu~iu~~~ r ~ u ~ ~ u d A nu8~ln.r~ninru~dnTw unr.iua::nifm a i ~ ~ ~ u ~ n l ~ i ~ u n ' u n " ~ l a n l ~~Ba l3d i= : lud

A ' rrl ~in~u~unifa'lnndiu~r(a~i1'1~~1~inid~in~i~uniz~~i~icai~nL?~an I~ULQWI:: r d a ~ m n ~ n n u ~ u ' i n i s ~ ~ l i ~ u ' u ~ ~ ~ ~ l i n d l ~ n a ~ n # ~ i ~ ~ ~ ~ u d o r a f i ~ ~ w u m u

A a ~ 6 n ~ d u ~ ~ u n ~ ~ n o = : h u i ~ ~ n i ~ i ~ u ~ a u a = : d ~ r r n u ~ i u ~ u ~ r ~ 1 1 5 ~ n a i n ~ u a r

~ h ~ d i u d i d 9 - ~ r ~ m i ~ ~ ~ ~ ~ u n i s ~ ~ ~ ~ d ~ ~ ' I ~ ~ ~ ^ r ~ i ~ ~ r i ~ t l ~ i u d i 9 huda n i c d a d d u a C o ~ a ~ Aniflnufqu

n ~ q n 8 ~ ~ ~ u i z d ~ d d i d a d n ~ i u ~ a ~ n i ~ d ~ : : a n ~ u ~ u n i ~ S w u i u a : : v A v 1 0A

W P R ~ ~ I ~ ~ ~ I ~ ~ ~ R J h a L/IJ Euninl~nalm8iI q a i ~ l qmmnnnu raiinaucnrmn uiGndid 9 ~ d u Burnr l u l ~ l . r a i ray di~~' ld ina~n8~1unis~wuiEu61

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u A 4 4 uim.r~iuvaqnmclnnu d o ~ ~ ~ d ~ n c l u ~ ~ n f l n ' f l f i f 7 ~ u c l i n u v a ~ ~ u ~ tdu

n.r::rili~nu&3o'lole~ q u~fin~lorufi~~,S.udu

I

Transnational Strategy

u5rindldnnund~#~~.ruh~dabni~d~~4u~~u~~'~uuicl~~iu q

L a u n e n i m a u a u a ~ d a s ? i u d i a ~ n i ~ ~ ~ ~ ~ ~ d u uunauTlin~z$aue~un::'Id~~7unu'~ A d J n'nlrrw::u'a~i~~uuhni~r~~~la'~~n~~~u~nn'Iunif~(0]ui~~nmna q ~ H 7 o e r U u

n~.rwic l tdaI$f l~unwA~~n q d ~ r ( L u ~ i u l $ j d.retmlaniwr~qm U ~ S a d u ~ ~ m ~ ~ ~ ~ ~ n * u i l ~ u i u i u n a u a u a ~ a ~ ~ u c i a ~ n i . r v a ~ ~ ~ d u r ~ i d o : : ~ i l l 1mi.r

c r at: d i r i i u ~ i u n i u n n u n ~ ~ u n ~ n i n ~ u d ~ ~ i o d d ~ u n s n i n o i 9 udiu~oldf i

u ? ~ n a i v i ~ ~ a u a u ~ u i u ~ ~ i d c l ~ ~ ~ ? ~ ~ m v a ~ ~ $ ~ ( i n : : ~ ~ ~ ~ ~ ~ ~ o a d i ~ ~ ~ u ~ : : a u

t d a l ~ u n a r ~ i ~ u i u i i i u d . r = : G n ^ a ~ ~ ~ ) \ u n i r l u q un"3ld v A a

u'no::flnirr?ud7~7o~~in~~anif~~~~~oui5df :ni1 tdu n7.r?OYOuntWYQui ~ i u i i i u n i r ~ ~ u Y l i d h u ' n ~ i u ~ ~ l ~ ~ ~ o u 3 ~ n m v i ~ v f ~ ' I m ~ d ~ ~ d ~ rdu n i ~ d

riil ~ u ~ ~ . r a a v l r l d i ~ f i c ' m n " ~ ~ ~ ~ t b w ' w ~ i a a v l v f ~ ~ f l ~ d ~ = : ~ n ~ ~ ~ ~ ~ ~ u U rUuA ciqu v J r l Huinauq tdu 4iuvclnin.r munirclnim Y u'nnr=oisdiuio\$u?rinmvi

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Iufia~du kb$u u5irl 'LuI~mo~f i~ in 'Rl ozwiuu iw~c l~ru~~ua~u~n~ vmzd ~ $ u 3 ~ m v i l i ~ i i w i ~ 6 i ~ n i ~ ~ ~ ~ m ~ a ~ ~tani.rd MN N ~ ~ W O ~ I C S flnir

wru ~ui~.riuni.rd~auouri~u~~lanl$~n"~~iun~r~iiu~nirnl?l~n~ramun~rd d ~ d d t J ~ l $ ~ E t ~ c l ~ o ~ n ' ~ J ~ C ~ U L L C S Z ~ ~ ~ I U ~ ~ ~ ~ ~ J $ ~ ~ \ U L L ~ C S ~ ~ ~ Z L L U U ~ ~

u J v nnrulbd;rruirdo::'c#~da~~sSn~w~gn'u q r~r~nfi~unna~nndiununi.r q

d i r ~ u ~ i u u n r d i a ~ n a u a u a ~ d a ~ ~ ~ u # a ~ n ~ f y a ~ n ' a ~ d u ~ ~ a u h vfiodl+na C a qn8ifo::ii tiiu~iu~ugnbc.m::d fitsnii Mass Customization uucl ani.rdpRoa t n

'u~i~muwiuui~uhuoii~ 7 ~$~iluu~clWurda'I$muitn wtnjfiu1rrui1uuin r1a

nmiiunulun7.rrrin 9 ~ r n t ~ i ~ u ' u d ~ u ~ ~ d i u " ~ u i d ~ : : n a u ~ ~ u G u c i i ~ ~ u ~ ~ i u ~ ~ n i . r

va~fiu3Innd U ~ ~ n n d i ~ n ' u ~ d ' I u u d n m ~ ~ ~ ~ ~ ~ d ~ i n d u q

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a ~ i u n ' o ~ n i ~ a ~ d i ' S 4 ~ i 1 ~ ~ t : n i ~ ~ ~ ) ~ 1 ~ ~ u a ~ 1 ~ ~ ~ u n i ~ ' S ~ n ' ~ ) u ~ ~

q ~ f i ~ d ~ ~ d d ~ ~ ~ ~ ~ ~ 1 ~ ~ ~ n 6 ~ d ~ ~ ~ ~ l t ~ d n ~ ~ ~ l n ~ l ~ t t d d ~ ~ ' I ~ ~ ~ d

b l r m r l o ~ ~ r d n c l ~ i ~ % a n d i ~ . a ' ~ i u ~ % ~ i a d ~ ~ u n i ~ u ~ ~ u11uniqd-1 LQUJIU~W

mainlan ~~a:~~~dnnni' I%~~ouauoddon~iuiodni~~uudar~ain ~unimiucruod dou~dnclnic&iuni~aclci11.a'diufu~iio~rw'431ui~"ani~did q do~nclciu~uitu~ivio ~ 6 u ~ ~ ~ i r ~ d o i o r l 1 \ ~ n u n i ~ ~ i u ~ i u n ~ ~ u ~ c l \ d ~ ~ d ~ ~ ~ n ~ ( i i ~ q \u~nnrdorlil% nic?uituC1~16~nrrli6orrli~ ~ioq~fiah~wuiuiurJ'(~1uiu~:uBmRuniuuu riiuqnic (Standardized Products) ~3u~dl#ungn'md~kuur~tlan'u'Iuqn~aicl rd a

~ n ~ u ~ u n i r u b i ~ ~ u ~ i ~ i ~ ~ d k d o d o i n n ~ ~ u 8 ~ d i u ~ u u i n ? t ~ u k ~ 6 u & ~ q u n d d \ d ~ i u d ~ u i ~ n i r u ~ n d s r a ~ ~ u ~ ~ n i ~ u ~ ~ d o ~ J ~ ~ R J \ & ~ ~ ~ W h l u i n ~ r u ~ u n i ~

L Y d i ~ Q u ~ i ~ l $ ~ ~ ~ ~ u u ~ ~ u ~ n Y U rffu ~ i u ~ o ~ u i i n r r ' ~ u ~ n ~ r u ~ u n ~ ~ a ~ ~ o Cmriiu u Jd uamrzqiuauninu d~:Rn^aniw$uua'3~11d'Iflui7un"~lan tdu Air l u n i ~ n w

$iunisclouauo~don~iudiodn1mo~13io~6uu"u vfis4odw'~u1ituC1l%~~mnd1dn'u ~ d o ~ o u 1 u o ~ d o n ~ i u ~ o ~ n i ~ v o ~ ~ u 5 ~ n n ~ u ~ ~ d a r ~ o ~ d u qquf~Wi )u~~nwni f rm~~~&iunis~aicllA~u~cn'uraCiuu~rarn~iu~ alovo~qu5lnn rtu-~llfju7ni~

Y Y qrfio do~ni~nisncoiu1ucii ~niwniqudd<u ruar$ovdnuvodijj dumndidh \d'luud~~sdrrmfi

~ ~ n b i ~ i m m i n ~ u n ~ n i s i l i r C i u ~ i u ~ u d i ~ ~ ~ r ~ n ~ a o ~ ~ ~ f i ~ ~ i ~ r ~ ~ ~

ncl~u~unn~cldd.a'diulcl uymin i ~n iq i l i riiu~~un"aInn (Global integration) ua+ ~ ~ r ~ n ~ 8 u ~ u n i ~ m o u 1 u o ~ d a n ~ i u ~ ~ ~ n ~ ~ ' I u n ' o u d u ~ ~ ~ ~ orwudi International

Strategy u"u~'nnuh~iydon"d~~dncl8u&iuni~~~cii'1.a'd1u~~a=:ni~~1ouauoddo naiuiro~mqIurio~bu~ou y w d Multinational Strategy \%n-nyhniydoniq i h ~ ~ l u ~ ~ u r d a n o u a u o ~ d ~ n - J i ~ & o ~ n i ~ ' I ~ n ' o ~ d u ~ ~ r~dddoul%naiud~6qjcio L L J ~

nm8u'Iuni~acldil.a'd1uuinrin 47% Global Strategy +doramdiI~~iulunir ~ i ~ ~ u ~ i u a ~ ~ ~ u n i f r d u d ~ r R n ~ n ~ ~ ~ ~ % ~ ~ $ u u d r r l a u ~ ~ d o r n o u ~ u o ~ d o ~ ~ i u &odnisrawi~uod~u~~n~'Iun'oddu~in~n unr Transnational Strategy &I% n~iudi~iysion"~u~~nm8u'1un1~~~cldi'1.a'diuua~ni.rnou~uo~don~iu&o~nit91o~ w'u3lnnluudanl~rrnfiu~n U kucm~lurdd U 4.3

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u~~nm~urdasln61'Ia'diu *

(PRESSURES FOR GLOBAL INTEGRATION)

(PRESSURES FOR LOCAL RESPONSIVENESS) /

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n w h ~ ~ m n 7 ~ 8 0 a ~ 6 n ~ r d ~ u l ~ ~ t ~ u n ~ = : u 7 u n ~ ~ d ~ ~ u m n ~ ~ n a ' ~ 7 ~ n ~ ~ d ~ ~ u m n ~ ~ f i ~

d u a n i i ~ ~ i l i ~ u i u iiii~luuarttu7n~~lun7~~7~iiu~~u nmu'Rlu~n7.rfioo:d7uli'

a ~ R ' n v n s 7 u f i ~ ( 1 7 i u ~ ~ ~ ~ f t l f i t ~ ~ a ~ a ~ 6 n ~ f t ~ a = : ~ f i i o d 6 a ~ n 7 f d ~ ~ i i ~ ~ ~ u ~ ~ . m u J a ' n t o ~ t ~ tab, ~ 3 1 tafluauiiCi(~T&T) dln'mf=:yi7 ~Uuu~rmnvhmf ion iun ls l

rl r w J Na mf (Communications ~ompany) ~ r i ~ d u ~ u n n r i i z ~ f i o 1 di iu ln~Gw 6 w v A & Y

(Telephone Company) yay tdaf i7~umnvi i r u a 7 ~ a ~ ~ a m f n i f f i o d d ~ ~ u m n u u

~ I J k u ~ m a y i i 9 hu l6d7u t#u (Stakeholders) ~~niuluuamiuuana~6n~f~dali' nmufi~uu7n7~lunqrd7tfiu~iun a~a~6n7fluau7ma

h u r h l d u i 7 flu7 U vnru'nnl77fid n q f i i o t u n i f d n f i u ~ 7 u ~

nuc7udxd79 buo:nd~7fi~Jd't1viqa 9 tdu a m n t tnmt$t i lq~ul u auh r r i a

u3n7.r~~'n t n n n ~ a q a a f d ~ i r ~ u n ~ r U t n a I u T a J ~ s i n r ~ ~ u % n nirodiaq U W U J ~ ~ L ~ ~ ~ ~ N ~ ~ ~ C ~ L L ~ = : W ~ J ~ I I ~ d ~ ~ 4 ) ~ A u ] B ~ U ~ ~ ~ = : n i ~ w ~ d d d i a ~ n i ~ R i a d q ~

r u J u%~ Hershey Foods dln'mg f i7~umnvRolq w6a~n~f~~uuflmnd7~iiu~i io i

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siiuuuu~aiu (Confection) O'UKLI 1 ~unidotuinir~ilo ttat~itCunistdo~i'

tiluuiilumiio~un 9l 9 aiollann a w d u~~nli?uaiGuitu~a~nurawirusunnliricu~sfio~a~uds~~nn

(Diversified Company) o l d nisfiommsdnnif fir< ~nui j uuu~dd h ~ ? u u i h

~ d ~ ~ i o a ~ a u ~ s i i o ~ d ~ o r i i ~ I s f i n ~ u nisfio6rliaunt~h~~~daonn6odn'odrtnr

Sgi~lj~4~iliaui 9l u~lltYnua.ju3~mln~ls~~

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nis~nwmsaoaourmiw~carns~'ou~,~un~s~aus~u~o~ ntduarYuiYotiu arr 8 did 9 ~uo~~~~~an8aun~uuonua~n1u~ue~cin1sodi~fisruu hgs6sausaunund

Gaganiuluuaeniouonoofiis oifi + o g a l d u ~ ~ u r i i I ~ ~ i o I u n ~ s e r i j ~ d s r ^ a n ~ n i w l u n i ~ i ~ i u u o ~ w f a ' n ~ ~ ~ naia ~a iu i ia~n isw~osaQuu~~o~~u^r lnn

u'of i iau~ni~ng~uiu n ia r~ml lg t~ mnal J a l y e Y td osa usauu'o geriiq

u~iriou6oe~wuifi~u~n~~nQ o:6~Ilnisiunrbniunizniriau Qdlnniind 0 4 Cuuldlunisirns~rVia~~odnim no ni~?~nsir6-ipuu't ?ndou loniauar?ii

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IB 415 129

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I

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L$U ncl3fil#~~il'2f~lfl 'I4~~

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J11 A' ~ioninioni&unrwlvllu 9 ~ellaalvr'mu~iiuni~rio~tdw~ amm c h w ~ l r ~ ~ d d i r l i C u ~ ~ ~ s ~ r i t ~ n i ~ r i ~ ~ ~ d o ~ Iqdrnu

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3. n ~ ~ n b f l ~ ? ~ * l n ~ @ ? ~ ~ ~ ~ ~ f i ~ & t d ~ ? a ' o d h he

Unrelated Diversification Strategy) qrfiodI#n R u 9 n #6oz

134 IB 415

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Sou- of CompeWtlva Advantclge

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Ian ~ ~ o ~ ~ ~ n i . r o i o i l n i ~ ~ d ~ u ~ i u d d ~ ~ n o u ~ ~ u w u ' n ~ i u ~ i n d ~ z ~ n ~ 1 s i i q rrr ur Y rdal$dsznun7iu h ~ f ~ ~ r n i r ~ a u i r r n z i i rirunir~iu .Ofobel Strategy lnrr u

uonoind o~6ninl.rk~loa~d~n~~7'(91u~~~ua~dn~d~~~u'~1~.j~w~n~~uuon~un~iu

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