Professional Documents
Culture Documents
CHAPTER 7
STRATEGIES FOR COMPETING IN
INTERNATIONAL MARKETS
7–2
WHY COMPANIES DECIDE TO
ENTER FOREIGN MARKETS
7–3
WHY COMPETING ACROSS NATIONAL
BORDERS MAKES STRATEGY-
MAKING MORE COMPLEX
Different countries have different home-
1. country advantages in different industries
7–4
FIGURE 7.1
The Diamond of
National Advantage
7–5
THE DIAMOND FRAMEWORK
7–6
REASONS FOR LOCATING VALUE CHAIN
ACTIVITIES ADVANTAGEOUSLY
7–7
THE IMPACT OF GOVERNMENT POLICIES
AND ECONOMIC CONDITIONS
IN HOST COUNTRIES
♦ Positives ♦ Negatives
● Tax incentives ● Environmental regulations
● Low tax rates ● Subsidies and loans to
● Low-cost loans domestic competitors
● Site location and ● Import restrictions
development ● Tariffs and quotas
● Worker training ● Local-content requirements
● Regulatory approvals
● Profit repatriation limits
● Minority ownership limits
7–8
CORE CONCEPT
7–9
THE RISKS OF ADVERSE
EXCHANGE RATE SHIFTS
7–10
STRATEGIC MANAGEMENT PRINCIPLE
7–11
STRATEGIC MANAGEMENT PRINCIPLE
7–12
THINKING STRATEGICALLY
7–13
CROSS-COUNTRY DIFFERENCES
IN DEMOGRAPHIC, CULTURAL,
AND MARKET CONDITIONS
7–14
STRATEGIC OPTIONS FOR
ENTERING AND COMPETING
IN INTERNATIONAL MARKETS
1. Maintain a national (one-country) production base and
export goods to foreign markets.
2. License foreign firms to produce and distribute the
firm’s products abroad.
3. Employ an overseas franchising strategy.
4. Establish a wholly-owned subsidiary by either acquiring
a foreign company or through a “greenfield” venture.
5. Rely on strategic alliances or joint ventures with foreign
companies.
7–15
EXPORT STRATEGIES
♦ Advantages ♦ Disadvantages
● Low capital ● Maintaining relative cost
requirements advantage of home-
● Economies of scale based production
in utilizing existing ● Transportation and
production capacity shipping costs
● No distribution risk ● Exchange rates risks
● No direct investment ● Tariffs\import duties
risk ● Loss of channel control
7–16
LICENSING AND FRANCHISING
STRATEGIES
♦ Advantages ♦ Disadvantages
● Low resource ● Maintaining control of
requirements proprietary know-how
● Income from royalties ● Loss of operational and
and franchising fees quality control
● Rapid expansion into ● Adapting to local market
many markets tastes and expectations
7–17
FOREIGN SUBSIDIARY
STRATEGIES
♦ Advantages ♦ Disadvantages
● High level of control ● Costs of acquisition
● Quick large-scale ● Complexity of acquisition
market entry process
● Avoids entry barriers ● Integration of the firms’
● Access to acquired structures, cultures,
firm’s skills operations and personnel
7–18
CORE CONCEPT
7–19
FOREIGN SUBSIDIARY STRATEGIES
7–20
GREENFIELD STRATEGIES
♦ Advantages ♦ Disadvantages
● High level of control ● Capital costs of initial
over venture development
● “Learning by doing” ● Risks of loss due to
in the local market political instability or lack
● Direct transfer of the of legal protection of
firm’s technology, ownership
skills, business ● Slowest form of entry due
practices, and culture to extended time required
to construct facility
7–21
BENEFITS OF ALLIANCE AND
JOINT VENTURE STRATEGIES
7–22
STRATEGIC MANAGEMENT PRINCIPLE
7–23
THE RISKS OF STRATEGIC ALLIANCES
WITH FOREIGN PARTNERS
7–24
STRATEGIC MANAGEMENT PRINCIPLE
7–25
ILLUSTRATION CAPSULE 7.1
Solazyme’s Cross-Border Alliances with
Unilever, Sephora, Qantas, and Roquette
7–26
COMPETING INTERNATIONALLY:
THREE STRATEGIC APPROACHES
Competing
Internationally
7–27
CORE CONCEPTS
♦ An international strategy is a strategy for
competing in two or more countries
simultaneously.
♦ A multidomestic strategy is one in which a
firm varies its product offering and competitive
approach from country to country in an effort to
be responsive to differing buyer preferences
and market conditions. It is a think-local,
act-local type of international strategy,
facilitated by decision making
decentralized to the local level.
7–28
CORE CONCEPTS
♦ A global strategy is one in which a company
employs the same basic competitive approach
in all countries where it operates, sells much
the same products everywhere, strives to build
global brands, and coordinates its actions
worldwide with strong headquarters control. It
represents a think-global, act-global approach.
♦ A transnational strategy is a think-global,
act-local approach that incorporates
elements of both multidomestic
and global strategies.
7–29
FIGURE 7.2 Three Approaches for Competing Internationally
7–30
TABLE 7.1 Advantages and Disadvantages of Multidomestic,
Global, and Transnational Approaches
Multidomestic Approach
(think local, act local)
Advantages Disadvantages
• Can meet the specific needs of • Hinders resource and capability
each market more precisely sharing or cross-market transfers
• Can respond more swiftly to • Higher production and distribution
localized changes in demand costs
• Can target reactions to the • Not conducive to a worldwide
moves of local rivals competitive advantage
• Can respond more quickly to
local opportunities and threats
7–31
TABLE 7.1 Advantages and Disadvantages of Multidomestic,
Global, and Transnational Approaches (cont’d)
Transnational Approach
(think global, act local)
Advantages Disadvantages
• Offers the benefits of both local • More complex and harder to
responsiveness and global implement
integration • Conflicting goals may be difficult to
• Enables the transfer and sharing reconcile and require trade-offs
of resources and capabilities • Implementation more costly and
across borders time-consuming
• Provides the benefits of flexible
coordination
7–32
TABLE 7.1 Advantages and Disadvantages of Multidomestic,
Global, and Transnational Approaches (cont’d)
Global Approach
(think global, act global)
Advantages Disadvantages
• Lower costs due to scale and • Unable to address local needs
scope economies precisely
• Greater efficiencies due to the • Less responsive to changes in
ability to transfer best practices local market conditions
across markets • Higher transportation costs and
• More innovation from knowledge tariffs
sharing and capability transfer • Higher coordination and integration
• The benefit of a global brand costs
and reputation
7–33
THE QUEST FOR COMPETITIVE
ADVANTAGE IN THE
INTERNATIONAL ARENA
Use international
Gain cross-border
location to lower Share resources
coordination
cost or differentiate and capabilities
benefits
product
7–34
USING LOCATION TO BUILD
COMPETITIVE ADVANTAGE
7–35
STRATEGIC MANAGEMENT PRINCIPLE
7–36
WHEN TO CONCENTRATE ACTIVITIES
IN A FEW LOCATIONS
7–37
WHEN TO DISPERSE ACTIVITIES
ACROSS MANY LOCATIONS
7–38
SHARING AND TRANSFERRING
RESOURCES AND CAPABILITIES
TO BUILD COMPETITIVE ADVANTAGE
◆ Build a Resource-Based
Competitive Advantage By:
● Using powerful brand names to extend
a differentiation-based competitive
advantage beyond the home market.
● Coordinating activities for sharing and transferring
resources and production capabilities across different
countries’ domains to develop market dominating
depth in key competencies.
7–39
CORE CONCEPTS
7–40
FIGURE 7.3 Profit Sanctuary Potential of Domestic-only, International,
and Global Competitors
7–41
FIGURE 7.3 Profit Sanctuary Potential of Domestic-only, International,
and Global Competitors (cont’d)
7–42
DUMPING AS A STRATEGY
◆ Dumping
● Selling goods in foreign markets at prices
that are either below normal home market
prices or below the full costs per unit.
◆ Dumping is NOT a fair-trade practice
● Governments can be expected to retaliate
against such practices by foreign competitors.
● The World Trade Organization (WTO) actively
polices dumping to discourage such practices.
7–43
USING PROFIT SANCTUARIES TO DEFEND
AGAINST INTERNATIONAL RIVALS
International International
Firm A Firm B
Profit Sanctuary
7–44
CORE CONCEPT
7–45
STRATEGY OPTIONS FOR COMPETING
IN THE MARKETS OF DEVELOPING
COUNTRIES
7–46
DEFENDING AGAINST GLOBAL GIANTS:
STRATEGIES FOR LOCAL COMPANIES
IN DEVELOPING COUNTRIES
◆ Develop a business model that exploits shortcomings in
local distribution networks or infrastructure.
◆ Utilize knowledge of local customer needs and
preferences to create customized products or services.
◆ Take advantage of aspects of the local workforce with
which large multinational firms may be unfamiliar.
◆ Use local acquisition and rapid-growth strategies to
defend against expansion-minded internationals.
◆ Transfer the firm’s expertise to cross-border markets.
7–47
ILLUSTRATION CAPSULE 7.2
Lock&Lock’s Strategy for Becoming the
Leading Food Service Brand in China
7–48
STRATEGIC MANAGEMENT PRINCIPLE
7–49
ILLUSTRATION CAPSULE 7.3
How Ctrip Successfully Defended against International
Rivals to Become China’s Largest Online Travel Agency
7–50