BAB. IV MANAGING ACROSS CULTURE
Tujuan Bahasan
1. Membahas pengaruh globalisasi dan national
responsivenes terhadap strategi manajemen
internasional.
2. Mengidentifikasi dan menggambarkan 6 kunci
dimensi budaya organisasi dan pengaruhnya
terhadap strategi dan operasi MNC’s.
3. Mereview berbagai perbedaan budaya dalam
negara dan region tertentu.
Definisi
Globalization is the production and distribution of product and
services of a homogeneous type and quality on
worldwide basis.
National Responsiveness is the need to understand the different
consumer tasted in segmented regional market and to
respond to different national standard and regulations
imposed by autonomous governments and agencies.
Globalization VS National Responsiveness
National Responsiveness (differentiation)
G
L
O
B
A
L
I
Z
A
T
I
O
N
Low
1
High
3
Globalization
Strategy
2
Low
High
Mixed
Strategy
4
Mixed
Strategy
Dikutip dari Int. Mgt , hal 92
National
Responsiveness
Strategy
Enam Kunci Dimensi Budaya Organisasi
menurut Hofstede
Dimension
Characteristic
Process
oriented
Job Oriented
Concern with the way
things are done.
Concern with getting
the job done.
Employees derive Identity
From the organization.
Unwillingness to quickly
accept new members of
the work unit.
Formal policies and rules
and close control of
time and money.
Follow rules and
procedures to the letter.
Parochial
Closed
system
Tight
control
Normative
VS
Dimension
Characteristic
Result
Oriented
Employee
Oriented
Professional
Corncern with the Outcome of
decisions.
Concern with the well- being of
employees.
Employees derive identity from
the type of work performed.
Willingness to quickly accept
new member of the work unit.
Open System
Loose
Control
Informality and lack of
bureaucratic procedures.
Pragmatic
Attention given to practically
and results, even if rules and
procedures are violated.
MANAGING DIFFERING ORGANIZATIONAL CULTURE
DIMENSION OF AN MNC CULTURE
HIERARCHIAL LEVEL
Top Level Mgt
Middle/Lower Mgt
Professional Personel
Countries
Others
Function
Country 1
Functional Area 7
Country 2
Fuctional Area8
Country 3
Fuctional Area 9
Divisions
Merger Partner
Division 4
Merger Partner 10
Division 5
Merger partner 11
Division6
Merger Partner 12
Culturel Differences in Selected Countries and Regions
Doing Business in
Cultures
China
?
India
?
France
?
Arab Countries
?
Indonesia
?
Japan
?
United States
?
Bab.V Strategic Planning
Tujuan Bahasan
1.Mendiskusikan makna, kebutuhan, manfaat, pendekatan dan
kecenderungan proses strategic planning bagi MNC.
2.Mengidentifikasi langkah-kangkah dasar dalam Strategic
Planning meliputi lingkungan, analisis sumber-sumber internal
ttg kekuatan dan kelemahan.
3.Menggambarkan bagaimana implmentasi Strategic
Planning MNC. Seperti bagaimana memilih lokasi di LN.
4.Menjelaskan bagaimana MNC mengimplementasikan
kepemilikan dan atau memasuki strategi.
5.Fungsi pemasaran, produksi dan keuangan yang digunakan
dalam implementasi strategic planning.
Definisi
Strategic Planning is the process of determining an organization’s basic
mission and long-term objectives and then implementing
a plan of action for accomplishing the mission and
attaining the objectives.
Strategic Management is the concerned with determining the future
direction of an organization and implementing
decisions aimed at achieving the organization’s
long and short term objectives.
is applicable to all business, large or small,
profit or non-profit, private or public.
A strategy is a means to an end. Organization’s strategy describes
The organization’s method for achieve its strategic objectives.
4 Macam tingkatan dalam strategy organisasi
1.
2.
3.
4.
Societal Strategies
Corporate Strategies
Business Strategies
Functional Strategies
Societal Strategies are concerned with the role of an organizations in the society of which it is a
part, with the process by which that
role will be defined and with the organization’s involvement in thoseprocess.
Corporate Strategy is develop in response to three basic
Questions :
1. What business or businesses are we in ?
2. What business or busineeses should be we in ?
3. How should the business or group of businesses be
manage in order to fully enhance the organization’s
ability to achieve its strategic objectives ?
Business Strategy is designed to achieve the corporate
strategy of the firm.
Functional Strategy is concerned with the formulation of
strategies in each of functional are of
the business (production, marketing,
finance and so on ) which, when
properly implemented, collectively
should achieve the business strategy.
Mengapa Strategic Planning penting ?
1. Competition (persaingan).
2. Merespon barang/jasa baru yang ditawarkan.
3. Mengawasi kenaikan operasi yang berbeda.
Manfaat Strategic Planning bagi MNCs
1. SP penting untuk keberhasilan.
2. Membantu MNC dlm mengkordinasi dan memonitor operasi
yang dipandang menguntungkan.
3. Untuk membantu mengatasi masalah resiko politik, persaingan
dan ketidakstabilan.
Pendekatan dlm menformulasikan dan
mengimplementasikanStrategic Planning :
1.Menitikberatkan pada kepentingan ekonomi.
2.Political imperative
3.Quality imperative
4.implementing and admnistrative coordination strategy.
Strategic Predispositions
Berkaitan dengan pendekatan ekonomi, politik, kualitas,
Dan administratif, sebagian besar MNC juga memiliki
A strategic predispositions (orientasi) dalam melakukan
cara khusus.
4 perbedaan predisposition strategi adalah :
1. An ethnocentric predisposition.
Perush mengikuti ninai-nilai dan kepentingan perush induk
dalam keputusan strateginya.
2. A polycentric predisposition
Perush. Dlm membuat strategi menyesuaikan budaya dimana
MNC beroperasi.
3. A regiocentric predisposition
MNC memadukan kepentingan strategi home dan subsidiary dengan
dasar regional.
4. A geocentric predisposition
MNC mencoba mengintegrasikan sistem global dlm pengambilan
keputusannya.
Orientation of an MNC under different profile
Etnocentric
Mission
Polycentric
Regiocentric Geocentric
Profitability (viability Public acceptance Both
Both
GovernanceTop-down
Botton-up
Strategy
Global Integration
National Resp.
Structure
Product devision
area devision
Culture
Home country
Host country
Product & regional Network of orgs.
orgs. Tied to matrix
Regional
Global
Technology Mass production
Batch production
Flexible manufac. Flexible manufac.
Marketing Product developmt
local product devp. Standarize within
region not across
Retention of proRedistribution
fit in hostcountry
within region
People of local
Regional people
nationality for key devp. For key post.
post. In their own anywhere in region
Finance
Personel
practices
Repatriation to proFit to home country
People of HC devp.
For key position
Everywhere in the W
Mutually nego
region & subdry
Both
Mutually nego
all level of coop.
Both
Global product
with local variation
Redistribution
globaly
Best people every
Where in the world
devp. For KP
Langkah-langkah dalam menformulasi Strategy
1. Scanning the external environment for opportunities
threats.
2. Conducting an internal resources analysis of company
strengths and weaknesses
3. Formulating goals in light of external scanning and
internal analysis.
Elemen-elemen dasar Strategic Planning bagi
Manajemen Internasional
External Environmental scanning for
MNC Opportunities and Threats
Internal Resources Analysis of MNC
Strengths and Weaknesses
Strategic Planning
GOALS
IMPLEMENTATION
Environmental Scanning
Menyediakan manajemen tentang akurasi
perkiraan/peramalan dan kecenderungan yang
berkaitan dengan perubahan-perubahan dalam
wilayah geografis dimana perusahaan (MNC)
sedang melakukan bisnis dan atau mempertimbangkan suatu operasi bisnis.
Perubahan-perubahan tersebut antara lain
tentang ekonomi, persaingan, kestabilan
politik, teknologi dan data demografi konsumen.
Gambar berikut adalah contoh proses
Pengamatan lingkungan didasarkan atas
pemasaran
The environmental scanning process in
Marketing – based corporation
Adoption of global strategic planning perspective
General scan of all market
First scan : Macro
Omit closed market and insignificant markets
Remaining coutries’entry concern; can a firm gain
entry
Under reasonable conditions ? If not, eliminate
Second scan : grater detail
Check environmental constraints;educational, legal,
Behavioral, social political. Eliminate countries with
Undesirable key constraints, or put them aside for
Lower priority conciderations
Remaining countires : Detailed micro scanning
Data on all key constrains affecting the firm
Visits by key personel
Get good local legal advice
Competitive analysis
Check out competition (MNC as well as local)
Can the firm compete effectively ?
Data, analysis on firm and industries
Product Line
Which product shall we use as leader ?
Product adaptations necessary ?
Demand pattern
Serious entry planning
Functional specialists begin detailed work
Staff specialists in action .Linkages with
country begins: Zoning, tax questions,
Negotiations on special arrangements,
supplier commitments,ect
Entry
Internal Resource Analysis
Dalam memformulasi strategi, beberapa perusahaan
menunggu sampai mereka memiliki pengamatan
lingkungan yang lengkap sebelum melakukan analisis
sumberdaya internal. Lainnya melakukan kedua
langkah tersebut bersamaan.
Analisis sumberdaya internal membantu perusahaan
untuk mengevaluasi keadaan manajerial, teknik,
material dan kekuatan/kelemahan keuangan saat ini.
Kemudian informasi tersebut digunakan oleh MNC
untuk menentukan kemampuan memperoleh peluang
pasar internasional.
Kebenaran analisis ini perlu mempertemukan antara
peluang eksternal (diperoleh melalui pengamatan
lingkungan) dengan kemampuan internal (diperoleh
dari analisis sumberdaya internal).
Analisis internal mengidentifikasi faktorfaktor kunci keberhasilan yg mengarahkan
bagaimana sebaiknya yang harus
dikerjakan MNC.
Faktor-faktor kunci keberhasilan (key factors
for success/KFS) merupakan faktor penting
bagi perusahaan untuk berkompetsi secara
efektif dalam celah pasar (market niche).
Contoh :
KFS airline adalah Price, Safety, Quality service
meliputi jadwal kedatangan, pemberangkatan,
keramahan dan kemudahan personel.
Matrik evaluasi negara Eropa timur
Country
Economic
potential
Receptiveness to
foreign investment
Speed of
reform
Most promising
Czechoslovakia
Hungary
B+
B
B
A
CA
Promising
Poland
C+
A
A
Least Promising
Bulgatia
Romania
Albania
C
D+
D-
B
CF
C+
F
F
Strategy Implementation
1. The MNC must decide where to
locate operations,
2. The MNC must carry out entry and
ownership strategy
3. Management must implement functional
strategies in area such as marketing,
production and finance.
Pertimbangan Lokasi dalam Implementasi
Ada dua pertimbangan dalam memilih tempat yaitu :
1. Negara
2. Tempat khusus dalam negara terpilih
Contoh :
Pada tahun 1980-1990 sebagian besar investasi
Asing Amerika terdapat di negara industri,
Di eropa dan Kanada. Hanya sebagian kecil saja
Ada di negara berkembang (mining) bukan
Industri manufaktur.
Lokasi khusus yang dipilih dalam suatu negara mempertimbang
Kan beberapa faktor antara lain Akses pasar, pesaing, keterseDiaan transportasi, listrik dan keinginan masyarakat setempat.
Pertimbangan Masuk dan kepemilikan
Ada berbagai macam bentuk kepemilikan
Yaitu :
1. Fully owned Subsidiary
2. Joint Venture
3. Licensing
4. Franchising
5. Export/Import
Fully Owned Subsidiary
Merupakan operasi luar negeri yang secara total
dimiliki dan dikendalikan oleh MNC.
Subsidiary mrpkn bagian struktur formal organisasi termasuk
investasi langsung atas modal dan personel perusahaan.
Joint Venture
Merupakan sebuah perjanjian antara dua pihak atau
lebih memiliki dan mengendalikan bisnis luar negeri.
Lokasi bisnis biasanya di home country salah satu pihak.
Ada dua macam joint venture :
1. nonequity venture dan
2. equity joint venture
The Benefits of Joint Venture
Technological Innovation
•Emergence new technology
•High investment
•High Risk
•Rapidity of innovation
•Rent of returns’period
reduce
Convergence of technology
•Mastering simultaneously several tech.
•New Borders of industrial activities
•New structure of the market
Advantages
Ownership
• Rapidity of new O-advs’ development
•Rapidity of existing o-Advs’Exploitation
•Higher Flexibility
•O advs’ based on the combination of complemen•Tary but non similar assets
•O Advs’ based on suplly of a complate range
•Of systemic and compatible product
•O Advs’ based on product with a dominant
•standards
LOCATION
Accses to complementary assets based on nations’
Competitive adv,originated in the partners’home
Countries. Acces to main world’s markets for the
Inputs and outputs when a go-it-alone solution is
Not possible because of the high capacities
Needed to exploit them alone.
INTERNATIONALIZATION
Sharing of the cost and spreading of the risks in high
Uncertainty situation.Transaction costs less important
Because of technological diffusion rapidity.Benefits
From scale economies. The launching of project with
High sunk costs. New oligopolisticreaction to replace
Traditinal oligopolistic strategies that are in adequate
Because of the concentration, instability and
Asymetrry of oligopolies
Globalization
Concentrated, asymetrical and unstable oligopoly.
World’s product adapted to local demand.
System product.
Products based on world’s accepted standards.
Licensing
 Merupakan suatu perjanjian yang mengijinkan salah satu
pihak untuk menggunakan hak kekayaan perusahaan
dalam rangka pertukaran pembayaran dengan pihak lain.
 Pihak yang memberi lisensi disebut licensor
 pemakai lisensi disebut the licensee.
 Pihak licensor akan mengijinkan licensee dalam
menggunakan patent, trademark atau proprietary
information dengan menukarkan fee tertentu yang
biasanya ditetapkan berdasarkan penjualan.
 Digunakan menurut beberapa keadaan :
1. Produk berada pada tahap kematangan dlm
daur hidup produk, persaingan kuat, Profit
margin menurun
2.Jika pemerintah asing menghendaki masuknya
investasi dalam negaranya.
3. Jika licensor kekurangan sumberdana dan manajerial.
Franchising
Merupakan sebuah usaha dimana salah satu pihak
(franchisor) mengijinkan pihak lain (franchisee) untuk
menjalankan usaha dengan menggunakan tademark, logo,
produk line dan metode produksinya sebagai dengan
imbalan fee.
 umum digunakan dalam bisnis fast-food, hotel/motel
 Konsepnya adalah mudah beradaptasi dalam arena
internasional dengan sedikit penyesuaian dengan pasar
lokal tapi dapat menguntungkan.
 Fee didasarkan pada persentase revenue
Export/Import
Merupakan salah satu pilihan bagi perusahaan kecil yang ingin
go internasional.
Bagi perusahaan besar merupakan salah satu bentuk ekspansi
internasionalnya dengan investasi minimum.
Segala sesuatu mengenai dokumentasi dan nilai tukar uang dapat
diurus perusahaan yang menangani ekspor.
Partial Comparison of global stategic lliances
Strategy
Organization Benefits
design
Technologies Early standardizaLicensingTion of design
manufac.ind.
Ability to capitaliZe on innovations
Access to new tech.
Geography
LicensingServicing ang
Franchises
Fast market entry
Low capital cost
Joint ventrSpecialization
Across partner
Fuction
Learning a partNer’s skills
Economics of scale
Quasi-vertical inteGration
Faster learning
Joint ventrShare-value
adding
Product or
Line of
business
Strengths of both
Partners pooled
Faster learning
Costs
New competitors
Created
Possible eventual
Exit from industry
Possible depenDence on licensee
Quality control
Trademark proTection
Excessive depenDence on partnes
For skill
Deterrent to interNal investment
Critical success Strategic HRM
factors
Selection of licensee
Unlikely to become
Competitor
Enforcement of parNers and licencing
Agreement
Technical
knowledge
Training of local
Manager
Partners compatible
In philosophies/
Values.
Tight performance
Standars.
Socialization of
franchisees and
Licensees with
core values
Tight and specific
Performance criteria.
Entering a venture as
“student” rathen than
Teacher to learn skill
From partner.
Management
development
and training.
Negotiation skill
Managerial
rotation
High switching
Cost
Decentralization and
Inability to limit
Autonomy from cooPartner’s across to Perate parent.
information
Team-building
Accuturation
Flexible skill for