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TUM SIM MSC SMNE 02
TUM SIM MSC SMNE 02
Strategies in MNEs
– 2. Strategic redirection
Strategies in MNEs
Agenda
2 Strategic redirection
6 Corporate transformation
Strategies in MNEs
Agenda
2 Strategic redirection
2.1 Overview
Learnings
Events & Behavior in the external Events & Behavior in the external
environment – anticipated – environment – anticipated –
Environ- Events & Behavior in the external Environ- Events & Behavior in the external
ments environment – unanticipated – ments environment – unanticipated –
Change process
The firm Behavior within the firm The firm Behavior within the firm
– intended – – intended –
Behavior within the firm Behavior within the firm
– unintended – – unintended –
t-n t0 t1 tn
time
Prof. Dr. Thomas Hutzschenreuter
Chair of Strategic and International Management
Technical University of Munich Chapter 2 | 4
TUM.SIM.MSc.SMNE.02.pptx
Strategies in MNEs
Agenda
2 Strategic redirection
2.1 Overview
Learnings
External External
• Competitive forces • Suppliers
• Demand forces • Other environments
• Environments - Political
- Political - Economic
- Economic - Social
- Social - Technological
- Technological - Ecological
- Ecological - Legal
- Legal
Internal Internal
• Value to customer • Value chain
• Price to customer (primary processes)
• Value chain
(secondary processes)
Revenues Profit/ Costs
Performance
Market position
Resource base
• Structure-Conduct Performance
paradigm as basis
Market-based
view • Attractiveness of markets and
influencing of market structure as
main drivers of success
Market imperfection as
Theoretical central assumption:
explanations for - Information asymmetry
temporary out- - Specific resources
performance - Opportunistic behavior
• Resource-conduct-performance
paradigm as basis
Resource-based
view • Valuable, inimitable, non-transferable
resources (core competencies) as
main drivers of success
Macro
Environment
Legal + Political Economic
Environment Environment
(Government) (Economy) • The industry environment is
composed of a set of forces
Industry that directly shape competition
Environment • The macro environment has
Customer an impact on the firm through
its effect on the industry
Ecological Techno- environment
Environment logical
(Nature) Company Competitors Environment
• The macro environment affects
(Technology) all firms of an economy in a
general fashion
• The industry environment can
partly be shaped by firms; the
macro environment can hardly
be influenced
Social Environment
(Society)
Profitability
potential Actual profitability (= share of profitability
2 potential remaining with producers) depends on:
Potential entrants
Threat of new
entrants
Bargaining power
Industry of buyers
competition
Suppliers Buyers
Rivalry among
existing firms
Bargaining power
of suppliers
Threat of
substitutes
Substitutes
VRIN model
Resources
Key environmental /
industry
developments
Opportunities Threats
Core
competencies
• Which opportunities • What are the threats
Weaknesses do we miss because our weaknesses
of our deficits? expose to us?
Develop a
strategy that • Outside-in-perspective
Industry, Opportunities
environment and threats exploits • Creating strategies on
opportunities / opportunities
masters threats
Fit
Develop a
Resources, strategy that • Inside-out perspective
Strength and exploits core
capabilities / core weaknesses • Creating strategies on
competencies competencies to
use and creates strengths
opportunities
Assumption Strategy
Competitive
advantage
(Better value/
price-ratio)
Same value
Better prices compared to “Price Leadership”
competitors
Functional plans Concrete goals and measures for all functional units
Envisioning, Enabling, Empowering To make people understand and believe in strategy, to ensure
(Env., Ena., Emp.) their qualifications to live strategy, and to give them the power
to make decisions and implement these according to strategy
Emergent
“strategy“
needs
Strategy
Styles, Resis-
Level 0: Actors approa- tance Level 0:
low Healthy ches fields Healthy
company company
t0 Strategic t1 time
change
Prof. Dr. Thomas Hutzschenreuter
Chair of Strategic and International Management
Technical University of Munich Chapter 2 | 22
TUM.SIM.MSc.SMNE.02.pptx
Strategies in MNEs
Agenda
2 Strategic redirection
2.1 Overview
Learnings
• Mission
The firm • Vision The firm
• Strategy …
• Structure
• Systems
t-m t0 t1 tn
time
Prof. Dr. Thomas Hutzschenreuter
Chair of Strategic and International Management
Technical University of Munich Chapter 2 | 24
TUM.SIM.MSc.SMNE.02.pptx
Strategies in MNEs
Agenda
2 Strategic redirection
2.1 Overview
Learnings
Learnings