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1、International BusinessEnvironments & Operations,15e, Global Edition Daniels Radebaugh Sullivan,11-1,国际贸易战略,Chapter 12,The Strategy of International Business,Copyright 2015 Pearson Education Ltd.,11-2,国际贸易战略,Learning Objectives,Evaluate industry structure, firm strategy, and value creation Profile th
2、e features, functions, configuration, and coordination of the value chain Describe how and why companies choose to cluster in close geographic proximity Describe how robots in specific and automation in general change how managers interpret the value chain,Copyright 2015 Pearson Education Ltd.,11-3,
3、国际贸易战略,Learning Objectives,Discuss how the industry change affects the effectiveness of a value chain Compare and contrast the strengths and drawbacks of a reality versus virtuality in designing the value chain Explain the ideas of global integration and local responsiveness Profile the types of str
4、ategies used by MNEs,Copyright 2015 Pearson Education Ltd.,11-4,国际贸易战略,Introduction,The Role of Strategy in International Business,Copyright 2015 Pearson Education Ltd.,11-5,国际贸易战略,Industry Structure,Learning Objective: Evaluate industry structure, firm strategy, and value creation,Copyright 2015 Pe
5、arson Education Ltd.,11-6,国际贸易战略,Industry Structure,Industry structure involves the relationships among Suppliers of inputs Buyers of outputs Substitute products Potential new entrants Rivalry among competing firms,Copyright 2015 Pearson Education Ltd.,11-7,国际贸易战略,Industry Change,Industry structure
6、changes because of Competitor moves Government policies Shifting preferences Technological developments,Copyright 2015 Pearson Education Ltd.,11-8,国际贸易战略,Industry Structure, Strategy, and Value,The industry organization (IO) paradigm presumes that markets demonstrate perfect competition where no fir
7、m or industry consistently outperforms others The power of innovative executives bright executives exploit market imperfections to outperform rivals Strategys hallmarks Value Strategy,Copyright 2015 Pearson Education Ltd.,11-9,国际贸易战略,Creating Value,Value the measure of a firms capability of selling
8、what it makes for more than the costs incurred to make it Create value using A cost leadership strategy make products for a lower cost than competitors A differentiation strategy make products for which consumers are willing to pay a premium price,Copyright 2015 Pearson Education Ltd.,11-10,国际贸易战略,T
9、he Firm as a Value Chain,Learning Objective: Profile the features and functions of the value chain,Copyright 2015 Pearson Education Ltd.,11-11,国际贸易战略,The Firm as a Value Chain,The value chain the set of linked activities the company performs to design, produce, market, distribute, and support a prod
10、uct The value chain consists of Primary activities design, make, sell, and deliver the product Support activities implement primary activities,Copyright 2015 Pearson Education Ltd.,11-12,国际贸易战略,The Firm as a Value Chain,Primary and Support Activities,Copyright 2015 Pearson Education Ltd.,11-13,国际贸易战
11、略,The Firm as a Value Chain,Primary and Support Activities of the Value Chain,Copyright 2015 Pearson Education Ltd.,11-14,国际贸易战略,Managing the Value Chain,Configuration distributing value chain activities around the world concentrated putting all value chain activities in one location dispersed perfo
12、rming different value chain activities in different locations location economies,Copyright 2015 Pearson Education Ltd.,11-15,国际贸易战略,Managing the Value Chain,When configuring the value, consider Where to go Business environmental quality Innovation context Economies of scale Labor costs Logistics Dig
13、itization,Copyright 2015 Pearson Education Ltd.,11-16,国际贸易战略,Managing the Value Chain,Coordination linking the value chain activities Factors that influence coordination Operational obstacles Core competencies special outlook, skill, capability, or technology that runs through the firms operations,
14、threading disconnected activities into an integrated value chain Subsidiary networks social networks,Copyright 2015 Pearson Education Ltd.,11-17,国际贸易战略,Change and the Value Chain,The configuration and coordination of a value chain responds to changes in customers, competitors, industries, and enviro
15、nments Even a well configured and coordinated value chain can become obsolete So, designing and delivering a strategy should be an ongoing process,Copyright 2015 Pearson Education Ltd.,11-18,国际贸易战略,Global Integration vs. Local Responsiveness,Learning Objective: Explain the ideas of global integratio
16、n and local responsiveness,Copyright 2015 Pearson Education Ltd.,11-19,国际贸易战略,Global Integration vs. Local Responsiveness,Firms face two conflicting pressures: Pressures for global integration the process of combining differentiated parts into a standardized whole maximize efficiency Pressures for l
17、ocal responsiveness the process of disaggregating a standardized whole into differentiated parts optimize effectiveness,Copyright 2015 Pearson Education Ltd.,11-20,国际贸易战略,Pressures for Global Integration,Drivers of global integration The globalization of markets Technology helps standardize consumer
18、 preferences Global products have become popular allows for standardization of product design The efficiency gains of standardization Location, scale, and learning effects WTO supports global standards,Copyright 2015 Pearson Education Ltd.,11-21,国际贸易战略,Pressures for Local Responsiveness,Pressure for
19、 local responsiveness is driven by Consumer divergence cultural predisposition historical legacy nationalism Host government policies fiscal, monetary, and business regulations,Copyright 2015 Pearson Education Ltd.,11-22,国际贸易战略,When Pressures Interact,Integration-Responsiveness Grid: By Industry,Cop
20、yright 2015 Pearson Education Ltd.,11-23,国际贸易战略,Types of Strategy,Learning Objective: Profile the types of strategies firms used by MNEs,Copyright 2015 Pearson Education Ltd.,11-24,国际贸易战略,Types of Strategy,Characteristics of the Strategy Type Used by MNEs,Copyright 2015 Pearson Education Ltd.,11-25,
21、国际贸易战略,International Strategy,International strategy leverage a companys core competencies into foreign markets critical elements of the value chain are centralized at headquarters The strategy works well when the firm has core competencies that foreign rivals lack there is low pressure for global i
22、ntegration there is low pressure for local responsiveness,Copyright 2015 Pearson Education Ltd.,11-26,国际贸易战略,Multidomestic Strategy,Multidomestic strategy emphasizes responsiveness to the unique circumstances that prevail in a countrys market value added activities are adapted to local markets The s
23、trategy works well when there is high pressure for local responsiveness there is low pressure for global integration,Copyright 2015 Pearson Education Ltd.,11-27,国际贸易战略,Global Strategy,Global strategy make standardized products that are marketed with little adaptation to local conditions exploit loca
24、tion economies and capture scale economies The strategy works well when the MNE is the cost leader there is low pressure for local responsiveness there is high pressure for global integration,Copyright 2015 Pearson Education Ltd.,11-28,国际贸易战略,Transnational Strategy,Transnational strategy simultaneou
25、sly leverages core competencies worldwide, reduces costs by exploiting location economics, and adapts to local conditions The strategy works well when global learning and knowledge flows are emphasized there is high pressure for local responsiveness there is high pressure for global integration,Copy
26、right 2015 Pearson Education Ltd.,11-29,国际贸易战略,All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.,Copyright 2015 Pearson Education Ltd.,11-30,国际贸易战略,