Chapter 13: International Competitive Strategy

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International Competitive
Strategy
Chapter 13
International Strategy
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Why is it important?
International Strategy
Competitive Advantage
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Develop skills and competencies
Global Strategic Planning
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Definition
Considerations
Historical v. present day
Process
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Analyze Company’s External Environments
Analyze Corporate Controllable Variables
Define the Corporate Business, Vision, and
Mission Statements
Set Corporate Objectives
Quantify Goals
Formulate the Competitive Strategy
Prepare Tactical Plans
Analyze Company’s External
Environments
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Little control
Five trends
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Interdependent economy
Global competitiveness and growth
Consolidate distribution channels
Growth patterns
Volatile and uncertain world
Analyze Corporate Controllable
Variables
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The Big Picture
Linkages
What does it do?
Knowledge as a Resource
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How important is it?
How to use it?
Define the Corporate Business,
Vision, and Mission Statements
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What are they?
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What do they do?
Set Corporate Objectives
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Objectives
McDonald’s
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Vision
Objectives
Quantify Goals
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What does this mean?
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Why is it effective?
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Nonquantifiable
Formulate the Competitive Strategy
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Competitive Strategies
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Considerations
Trade-off
Forms
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Global
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When to use it?
Problems
Multidomestic
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When to use it?
Problems
Formulate the Competitive Strategy
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Forms
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Transnational
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Both
Upstream
Downstream
General
Scenarios
Contingency plans
Prepare Tactical Plans
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Short-term
Strategy v. Tactical
Planning
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Sales Forecast
Sales Budget
Implementation Facilitators
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Policies
Procedures
Kinds of Plans
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Time Horizon
Level in organization
Planning
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Methods of Planning
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Top-Down planning
Advantages
 Disadvantages
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Bottom-up planning
Advantages
 Disadvantages
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Iterative planning
New Direction in Planning
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History
Who Does It
How It Is Done
Contents of the Plan
Summary
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Top management
Exercise in forecasting Exercise in creativity
Focus on quick recognition of change
Try to persuade action
Restore corm line management
Competitive Forces
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Where to Get Information?
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Within the firm
Published material
Suppliers/ customers
Competitors’ employees
Direct observation or physical evidence
Benchmarking
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Steps
Types
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Internal
Competitive
Functional
Generic
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