Dr. Shalini R Tiwari
IMT Ghaziabad
Opportunities and Outcomes of
International Strategy
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International Strategy (IS): firm sells its goods or services outside the domestic market
Reasons for an IS
International markets yield potential new opportunities
International diversification: innovation occurs in homecountry market, especially in an advanced economy, and demand for product develops in other countries, so exports provided by domestic organization
Multinational strategy: Secure need resources
Other motives exist (i.e., pressure for global integration, borderless demand for globally branded products)
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(Cont’d)
Four primary reasons
1. Increased market size
Domestic market may lack the size to support efficient scale manufacturing facilities
2. Return on Investment (ROI)
Large investment projects may require global markets to justify the capital outlays
Weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
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(Cont’d)
Four primary reasons
(Cont’d)
3. Economies of Scale and Learning
Expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R&D, or distribution
Costs are spread over a larger sales base
Profit per unit is increased
4. Location advantages: Low cost markets may…
… aid in developing competitive advantage
… achieve better access to critical resources:
i.e., raw materials, lower cost labor, key customers, energy
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Firms choose one or both of two basic type of IS: Business level and/or corporate level
International business-level strategy
Follows generic strategies of cost-leadership, differentiation, focused or broad
International corporate-level strategy (N=3)
Home country usually most important source of competitive advantage
Resources and capabilities frequently allow firm to pursue markets in other countries
The determinants of national advantage includes 4 factors
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International Corporate-Level Strategies
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(Cont’d)
International corporate-level strategies (N=3)
(Cont’d)
1. Multidomestic
Decentralized strategic & operating decisions by strategic business-unit (SBU) in each country allows units to tailor products to local markets
Focuses on variations of competition within each country
Customized products to meet local customers’ specific needs and preferences
Takes steps to isolate the firm from global competitive forces
Establish protected market positions
Compete in industry segments most affected by differences among local countries
Deals with uncertainty due to differences across markets
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(Cont’d)
2. Global
Firm offers standardized products across country markets, with the competitive strategy being dictated by the home office
Emphasizes economies of scale
Facilitated by improved global reporting standards (i.e., accounting and financial)
Strategic & operating decisions centralized at home office
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(Cont’d)
2. Global
(Cont’d)
Involves interdependent SBUs operating in each country
Home office attempts to achieve integration across SBUs, adding management complexity
Produces lower risk
Is less responsive to local market opportunities
Offers less effective learning processes (pressure to conform and standardize)
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(Cont’d)
3. Transnational
Firm seeks to achieve both global efficiency and local responsiveness – these are competing goals!
Requires both global coordination and local flexibility with this strategy/structure combination
Flexible Coordination: Building a shared vision and individual commitment through an integrated network
Challenging, but becoming increasingly necessary to compete in international markets
Growing number of global competitors heightens need to keep costs down while greater information flow and desire for specialized products pressures firms to differentiate and even customize products – nonetheless,
Increasingly used as a strategy
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Environmental Trends
Transnational strategy hard to implement
Two new trends
1. Liability of foreignness
Increased after terrorists’ attacks and Iraq War
Global strategies not as prevalent today, still difficult to implement even with Internet-based strategies
Regional focus allows firms to marshal resources to compete effectively in regional markets
2. Regionalization
Focus to a particular region of the world
Increases understanding of market
Trade agreements (I.e., EU, OAS, NAFTA) promote flow of trade across country boundaries with their respective regions
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International Entry Modes (N = 5)
Follows the selection of an IS
Five main entry modes
1. Exporting
2. Licensing
3. Strategic Alliances
4. Acquisitions
5. New Wholly-Owned Subsidiary
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International Entry Modes (N = 5)
(Cont’d)
1. Exporting
Involves low expense to establish operations in host country
Often involves contractual agreements
Involves high transportation costs
May have some tariffs imposed
Offers low control over marketing and distribution
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International Entry Modes (N = 5)
(Cont’d)
2. Licensing
Involves low cost to expand internationally
Allows licensee to absorb risks
Has low control over manufacturing and marketing
Offers lower potential returns (shared with licensee)
Involves risk of licensee imitating technology and product for own use
May have inflexible ownership arrangement
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International Entry Modes (N = 5)
(Cont’d)
3. Strategic Alliances
Involve shared risks and resources
Facilitate development of core competencies
Involve fewer resources and costs required for entry
May involve possible incompatibility, conflict, or lack of trust with partner
Are difficult to manage
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International Entry Modes (N = 5)
(Cont’d)
4. Acquisitions
Allow for quick access to market
Involve possible integration difficulties
Are costly
Have complex negotiations and transaction requirements
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International Entry Modes (N = 5)
(Cont’d)
5. New Wholly-Owned Subsidiary
Is costly
Involves complex processes
Allows for maximum control
Has the highest potential returns
Carries high risk
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International Entry Modes (N = 5)
(Cont’d)
Dynamics of Mode of Entry: Use the best suited to the situation at hand; affected by several factors
Export, licensing and strategic alliance: good tactics for early market development
Strategic alliance: used in more uncertain situations
Wholly-owned subsidiary may be preferred if
IP rights in emerging economy not well protected
Number of firms in industry is growing fast
Need for global integration is high
Acquisitions or greenfield ventures: secure a stronger presence in international markets
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Strategic Competitive Outcomes (N = 3)
International diversification: firm expands sales of its goods or services across the borders of global regions and countries into different geographic locations or markets
Implementation follows selection of international strategy and mode of entry (N=3)
1. International diversification and returns
2. International diversification and innovation
3. Complexity of managing multinational firms
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Strategic Competitive Outcomes (N = 3)
(Cont’d)
1. International diversification and returns
As international diversification increases, firms’ returns
initially decrease, but the increase quickly as firm learns to manage international expansion
2. International diversification and innovation
Exposure to new products and markets
Opportunity to integrate new knowledge into operations
Generation of resources to sustain innovation efforts
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Strategic Competitive Outcomes (N = 3)
(Cont’d)
3. Complexity of managing multinational firms
Geographic dispersion
Costs of coordination
Logistical costs
Trade barriers
Cultural diversity
Host government
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Risks in International Environment
2 major risks
1. Political
2. Economic
Limits to international expansions: management problems
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Risks in International Environment
(Cont’d)
1. Political risks
Government instability
Conflict or war
Government regulations
Conflicting and diverse legal authorities
Potential nationalization of private assets
Government corruption
Changes in government policies
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Risks in International Environment
(Cont’d)
2. Economic risks
Differences and fluctuations in currency values
Investment losses due to political risks
Limits to international expansions: management problems
Geographic dispersion
Trade barriers
Logistical costs
Cultural diversity
Other differences by country
Relationship between organization and host country
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Three ways to gain competitive advantage
1.
Locating activities among nations in ways that lower costs or achieve greater product differentiation
2.
Efficient/effective transfer of competitively valuable competencies and capabilities from company operations in one country to company operations in another country
3.
Coordinating dispersed activities in ways a domestic-only competitor cannot
Two issues
Whether to
Concentrate each activity in a few countries or
Disperse activities to many different nations
Where to locate activities
Which country is best location for which activity?
Activities should be concentrated when
Costs of manufacturing or other value chain activities are meaningfully lower in certain locations than in others
There are sizable scale economies in performing the activity
There is a steep learning curve associated with performing an activity in a single location
Certain locations have
Superior resources
Allow better coordination of related activities or
Offer other valuable advantages
Activities should be dispersed when
They need to be performed close to buyers
Transportation costs, scale diseconomies, or trade barriers make centralization expensive
Buffers for fluctuating exchange rates, supply interruptions, and adverse politics are needed
Transferring competencies, capabilities, and resource strengths across borders contributes to
Development of broader competencies and capabilities
Achievement of dominating depth in some competitively valuable area
Dominating depth in a competitively valuable capability is a strong basis for sustainable competitive advantage over
Other multinational or global competitors and
Small domestic competitors in host countries
Aligning activities located in different countries contributes to competitive advantage in several ways
Choose where and how to challenge rivals
Shift production from one location to another to take advantage of most favorable cost or trade conditions or exchange rates
Use online systems to collect ideas for new or improved products and to determine which products should be standardized or customized
Enhance brand reputation by incorporating same differentiating attributes in its products in all markets where it competes
Profit sanctuaries are country markets where a firm
Has a strong, protected market position and
Derives substantial profits
Generally, a firm’s most strategically crucial profit sanctuary is its home market
Fig. 7.3: Profit Sanctuary Potential of Domestic-Only,
International, and Global Competitors
Involves supporting competitive offensives in one market with resources/profits diverted from operations in other markets
Competitive power of cross-market subsidization results from a global firm’s ability to
Draw upon its resources and profits in other country markets to mount an attack on single-market or one-country rivals and
Try to lure away their customers with
Lower prices
Discount promotions
Heavy advertising
Other offensive tactics
Three Options
Attack a foreign rival’s profit sanctuaries
Approach places a rival on the defensive, forcing it to
Spend more on marketing/advertising
Trim its prices
Boost product innovation efforts
Take actions raising its costs and eroding its profits
Employ cross-market subsidization
Attractive offensive strategy for companies competing in multiple country markets with multiple products
Dump goods at cut-rate prices
Approach involves a company selling goods in foreign markets at prices
Well below prices at which it sells in its home market or
Well below its full costs per unit
Cooperative agreements with foreign companies are a means to
Enter a foreign market or
Strengthen a firm’s competitiveness in world markets
Purpose of alliances
Joint research efforts
Technology-sharing
Joint use of production or distribution facilities
Marketing / promoting one another’s products
Gain better access to attractive country markets from host country’s government to import and market products locally
Capture economies of scale in production and/or marketing
Fill gaps in technical expertise or knowledge of local markets
Share distribution facilities and dealer networks
Direct combined competitive energies toward defeating mutual rivals
Take advantage of partner’s local market knowledge and working relationships with key government officials in host country
Useful way to gain agreement on important technical standards
Overcoming language and cultural barriers
Dealing with diverse or conflicting operating practices
Time consuming for managers in terms of communication, trust-building, and coordination costs
Mistrust when collaborating in competitively sensitive areas
Clash of egos and company cultures
Dealing with conflicting objectives, strategies, corporate values, and ethical standards
Becoming too dependent on another firm for essential expertise over the long-term
Tailoring products for big, emerging markets often involves
Making more than minor product changes and
Becoming more familiar with local cultures
Companies have to attract buyers with bargain prices as well as better products
Specially designed and/or specially packaged products may be needed to accommodate local market circumstances
Management team must usually consist of a mix of expatriate and local managers
Prepare to compete on the basis of low price
Be prepared to modify aspects of the company’s business model to accommodate local circumstances
Try to change the local market to better match the way the company does business elsewhere
Stay away from those emerging markets where it is impractical or uneconomic to modify the company’s business model to accommodate local circumstances
Fig. 7.4: Strategy Options for Local Companies in Competing Against Global Challengers
Concentrate on advantages enjoyed in the home market
Cater to customers who prefer a local touch
Accept loss of customers attracted to global brands
Astutely exploit its local orientation based on
Familiarity with local preferences
Expertise in traditional products
Long-standing customer relationships
Cater to the local market in ways that pose difficulties for global rivals
When a local company trying to defend against a global challenger has resource strengths and capabilities suitable for competing in other country markets, then it should consider
Launching initiatives to transfer its expertise to cross-border markets
Becoming more of an international competitor
Such a move to enter foreign markets can help
Build a bigger customer base (to offset any losses in its home market)
Grow sales and profits
Put in a stronger position to contend with global challengers in its home market
Strategic Options for Local Companies: Dodging Rivals by Shifting to a New Business Model or Market Niche
When industry pressures to globalize are high, viable strategic options for a local company trying to defend against global challengers in its home market include
Shifting the business to a piece of the industry value chain where the firm’s expertise/resources provide a defendable position or maybe even a competitive advantage
Entering a joint venture with a globally competitive partner
Selling out to a global entrant into its home market
If a local company has resources and capabilities that it can transfer to operations in other countries, it can launch a strategy aimed at
Entering markets of other countries as rapidly as possible
Shifting to a more globalized strategy
Building brand recognition and a brand image that extends to more and more countries
Gradually establishing the resources and capabilities to go head-to-head against large global rivals