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TRANSCRIPT
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McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Global EnvironmentChapter 5
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Learning Objectives
1. The importance of a company’s decision to globalize
2. The four main strategic orientations of global firms
3. The complexity of the global environment and the control problems that are faced by global firms
4. Major issues in global strategic planning, including the differences for multinational and global firms
5. The market requirements and product characteristics in global competition
6. The competitive strategies for firms in foreign markets
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Globalization Globalization refers to the strategy of pursuing
opportunities anywhere in the world that enable a firm to optimize its business functions in the countries in which it operates.
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Globalization (contd.)
Awareness of the strategic opportunities faced by global corporations and of the threats posed to them is important to planners in almost every domestic U.S. industry
Understanding the nuances of competing in global markets is rapidly becoming a required competence of strategic managers
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Development of a Global Corporation
Four Levels
1. Minimal effect on the existing management orientation or on existing product lines
2. Requires little change in management or operation3. Characterized by direct investment in overseas
operations, including manufacturing plants 4. The most involved level is characterized by a
substantial increase in foreign investment, with foreign assets comprising a significant portion of total assets
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Ex. 5.3 Projected Economic Growth
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Why Firms Globalize? U.S. firms can reap benefits from industries and
technologies developed abroad. Direct penetration of foreign markets can drain vital
cash flows from a foreign competitor’s domestic operations.
The resulting lost opportunities, reduced income, and limited production can impair the competitor’s ability to invade U.S. markets. Question: Should firms be proactive or reactive?
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Reasons for Going GlobalPROACTIVE
Additional resourcesLowered costsIncentivesNew, expanded marketsExploitation of firm-specific
advantagesTaxesEconomies of scaleSynergyPower and prestigeProtect home market
REACTIVETrade barriersInternational customersInternational competitionRegulationsChance
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4 Strategic Orientations of Global Firms Ethnocentric orientation
When the values and priorities of the parent organization guide the strategic decision making of all its international operations
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4 Strategic Orientations of Global Firms (contd.)
Polycentric orientation When the culture of the country in which the
strategy is to be implemented is allowed to dominate a company’s international decision making process
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4 Strategic Orientations of Global Firms (contd.)
Regiocentric orientation When a parent company blends its own
predisposition with those of its international units to develop region-sensitive strategies.
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4 Strategic Orientations of Global Firms (contd.)
Geocentric orientation When an international firm adopts a systems
approach to strategic decision making that emphasizes global integration.
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At the Start of Globalization
External and internal assessments are conducted before a firm enters global markets
External assessment involves careful examination of critical features of the global environment
Internal assessment involves identification of the basic strengths of a firm’s operations
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Complexity of the Global Environment
Five factors affecting the increasing complexity of global strategic planning:
Multiple political, economic, legal, social, and cultural environments as well as various rates of change
Interactions between the national and foreign environments are complex
Geographic separation, cultural and national differences, and variations in business practices all tend to make communication and control efforts difficult
Global face extreme competition Global are restricted in their selection of competitive strategies
by various regional blocs and economic integrations
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Control Problems of the Global Firm Financial policies typically are designed to
further the goals of the parent company and pay minimal attention to the goals of the host countries
Different financial environments make normal standards of company behavior more problematic
Important differences in measurement and control systems often exist
These problems can be reduced through more attention to strategic planning
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Stakeholder activism
Demands placed on a global firm by the stakeholders in the environments in which it operates.
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Global Strategic Planning Increasingly complex decisions
Multidomestic vs. Global industries
A multidomestic industry is one in which competition is essentially segmented from country to country
In a multidomestic industry, a global corporation’s subsidiaries should be managed as distinct entities
A global industry is one in which competition crosses national borders
Strategic management planning must be global
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Multidomestic Industry Factors that increase the degree to which an industry is multidomestic
include: The need for customized products to meet the tastes or
preferences of local customers Fragmentation of the industry, with many competitors in
each national market A lack of economies of scale in the functional activities of
firms in the industry Distribution channels unique to each country A low technological dependence of subsidiaries on R&D
provided by the global firm
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Global Industry Strategic management planning must be global for at least six
reasons:
The increased cope of the global
management task
The increased globalization of firms
The information explosion
The increase in global competition
The rapid development of technology
Strategic management planning breeds managerial confidence
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Global Industry Factors that make for the creation of a global industry:
Economies of scale in the functional activities of firms in the industry A high level of R&D expenditures on products that require more than one
market to recover development costs The presence in the industry of predominantly global firms that expect
consistency of products and services across markets The presence of homogeneous product needs across markets, which
reduces the requirement of customizing the product for each market The presence of a small group of global competitors A low level of trade regulation and of regulation regarding foreign direction
investment
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Ex. 5.8 (adapted) Factors That Drive Global Companies
Global Management Team
Global Strategy
Global Operations and Products
Global Technology and R&D
Global Financing
Global Marketing
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Market Requirements and Product Characteristics
Businesses have discovered that being successful in foreign markets often demands much more than simply shipping their well-received domestic products overseas
Firms must assess two key dimensions of customer demand:
customers’ acceptance of standardized products The rate of product innovation desired
Products can be arrayed along a continuum from products that are not subject to frequent product innovations to products that are often upgraded
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Ex. 5.9 Market Requirements and Product Characteristics
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Competitive Strategies for Firms in Foreign Markets
Strategies for firms that are attempting to move toward globalization can be categorized by the degree of complexity of each foreign market being considered and by the diversity in a company’s product line
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Competitive Strategies for Firms in Foreign Markets (contd.)
Complexity refers to the number of critical success factors that are required to prosper in a given competitive arena
When a firm must consider many such factors, the requirements of success increase in complexity
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Competitive Strategies for Firms in Foreign Markets (contd.)
Diversity, the second variable, refers to the breadth of a firm’s business lines
When a company offers many product lines, diversity is high
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Ex. 5.11 Escalating Commitments to International Markets
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Competitive Strategies for Firms in Foreign Markets
1. Niche Market Exporting
2. Licensing and Contract Manufacturing
3. Franchising
4. Joint Ventures
5. Foreign Branching
6. Acquisition
7. Wholly Owned Subsidiary
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Key Terms Ethnocentric orientation Geocentric orientation Global industry Globalization
Multidomestic industry Polycentric orientation Regiocentric orientation Stakeholder activism