slide quan trị kinh doanh quốc tế IBM 5

Chương 5: Chiến lược kinh doanh
quốc tế
I. Chiến lược toàn cầu
II. Xâm nhập thị trường quốc tế
III. Marketing toàn cầu
IV. Điều hành sản xuất toàn cầu
V. Quản trị nguồn nhân lực toàn cầu


I. Chiến lược toàn cầu
 Chiến

lược:
“hành động mà quản trị gia tiến hành để đạt được mục
tiêu của công ty”
 Mục tiêu chung:
 Tối đa hóa lợi ích/lợi nhuận
 Khác

biệt hóa sản phẩm; tăng giá bán thông qua việc gia tăng các
giá trị, đặc tính sản phẩm, chất lượng, dịch vụ
 Hạ thấp chi phí
 Phương

mục tiêu

tiện : Phân bố các nguồn lực hạn chế để đạt


Quản trị chiến lược quốc tế là gì?

 International

strategic
management is a
comprehensive and ongoing
management planning
process aimed at
formulating and
implementing strategies that
enable a firm to compete
effectively internationally


International strategic management process

Task 1

»Analysis,
Task 2

Developing a
Strategic
Vision and
setting
Business
Objectives

Analysing the
Internal and
External

Environments
S.T.E.P

Revise as
needed

Revise as
needed

formulation,
Task 3

Task 4

Crafting an
Implementing
international
and Executing
Strategy to
the Strategy
Achieve the
at Corporate/
Objectives, & fit
Business/
with
Functional levels
Environment

Improve/
Change as

needed

Improve/
Change as
needed

implementation…
Task 5

Evaluating
performance,
Monitoring
New
Developments
and initiating
Corrective
Adjustments

Recycle to Tasks
1, 2, 3, or 4 as
Needed


Environmental Analysis
External macroenvironment
External microenvironment

Internal
environment

The industry and
supply chain
STEP influences

Analysis is the
critical
starting point
of strategic
thinking. –
Kenichi
Ohmae


External macroenvironment

m level analysis

External microenvironment

 Internal
 Why

environment

are we in business?

 What

Internal
environment

The industry and
supply chain

is our long-term vision?PEST influences
 What is our purpose (mission)?
 What are our goals & objectives?
 What

business are we in?


sion, mission…
 A strategic

Management’s
Management’sjob
jobisis
not
nottotosee
seethe
the
company
companyas
asititis…but
is…but
as
asititcan
canbecome.
become. ––
John

JohnW.
W.Teets,
Teets,CEO
CEO

vision portrays a
firm’s future business scope
– where we are going.
 A mission statement
describes its present
business scope – who we are
and what we do.

‘The last thing IBM needs right now is a vision’ (1993)
‘What IBM needs most right now is a vision’ (1996)
-Louis V. Gerstner Jr., CEO, IBM Corporation


…and targets
 Objectives

are an organisation’s performance
targets – the goals it wants to achieve.






Financial performance

Strategic performance
Market development
Product development
Internationalisation


Các hoạt động trong chuổi giá trị
 Hoạt

động của công ty nhằm kết nối các chuổi
giá trị để đạt hiệu quả cao nhất
 Các hoạt động chủ yếu
 ,Hậu

cần, sản xuất , marketing, bán hàng, dịch vụ sau
bán hàng



Các hoạt động hổ trợ
 Cơ

sở hạ tầng, nguồn nhân lực, nghiên cứu và phát
triển, công nghệ, cung ứng


Lợi ích từ việc mở rông kinh doanh
toàn cầu
 Gia

tăng lợi nhuận từ các kỹ năng chuyên biệt, năng
lực cạnh tranh cốt lõi
 Là các kỹ năng, năng lực khó bắt chước
 Nhận dạng lợi thế từ việc phân bố địa lý
 Hình thành mạng lưới hoạt động toàn cầu
 Tận dụng hiệu ứng kinh nghiệm, giảm thấp phí tổn,
tăng năng suất
 Xem đường cong kinh nghiệm


Lợi ích từ việc mở rông kinh doanh toàn
cầu

Chi phí cho
Một đơn vị

Đường cong
kinh nghiệm

B

A

Tổng sản lượng sản phẩm


Áp lực toàn cầu hóa và đáp ứng yêu cầu
quốc gia
Cao

Lúa mì

Áp lựchợp nhất
toàn cầu
(giãm phí tổn)
Mỹ phẩm, thực phẩm,
Đồ dùng gia đình

Thấp
Thấp Áp lực đáp ứng yêu cầu quốc gia Cao
Sự khác biệt do
- Thị hiếu
-Cơ sở vật chất hạ tầng
-Kênh phân phối
-Nhu cầu của nhà nước sở tại


Các loại chiến lược
Cao

Chiến lược
Toàn cầu

Chiến lược
Xuyên quốc gia

Chiến lược
Quốc tế hóa

Chiến lược

Đa thị trường

Áp lực hợp nhất
Toàn cầu
(giảm chi phí)

Thấp
Thấp Áp lực đáp ứng yêu cầu quốc gia

Cao


Four Strategic alternatives


International strategy
historic illustration

S
T
R
A
T
E
G
Y

Home replication
Multidomestic

Global

Operating Environment
Consumer demand
Falling tariff barriers
Post-war reconstruct.
Protectionism
Cost pressures
Sophisticated homeLocal competitors
Org. culture
market demand
Communication/
Comm. Technology
Transport. barriers
Japanese MNCs
Org. culture

American MNCs
European MNCs
1920s

1930s

1940s

1950s

1960s

Period of Internationalisation

1970s


Strategy in action – Proton
http://203.132.125.42/protonweb/live/me.get?SITE.HOME&FFFF197



Profile: Malaysian car manufacturer, JV between Malaysia govt.
and Mitsubishi (Japan), exports to 50 countries



Strategic objective: Training of local Malays, development of local
industry, access to local market
Internationalisation: Mitsubishi transfers non-cost effective
manufacturing abroad. Proton exports domestically designed and
manufactured cars via an international marketing division.
Benefits from infant industry protection at home and subsidies for
exports



• Which strategy?


Strategy: Result of a home replication strategy by Mitsubishi,
Proton follows an international exporter strategy, undifferentiated,
low cost/price

Home replication strategy


Chuyển giao các kỹ năng/sản phẩm




Tìm kiếm các thị trường bên ngoài, mà ở đó :





Dựa trên các năng lực cạnh tranh cốt lỏi

Các đối thủ cạnh tranh không có những kỹ năng này
Không có những sản phẩm mà chúng ta sản xuất

establish marketing operations in each major
market



limited customisation of product
limited customisation of marketing strategy

Strategy in action – Unilever
/>


Profile: 2nd largest consumer products firm, production in 70
countries, sales in 158 countries, 400 leading brands, CoO - the
Netherlands, UK





Products: include food (Flora margarine, Lipton tea), detergent
(Persil), toothpaste, deodorant, soap (Dove).
Strategic objective: proximity to customers (national
responsiveness as an advantage over competitors)
Internationalisation: Early (1920s) and dispersed



Which strategy?



Combines a multi-domestic strategy with some coordinated
production and ‘best practice’.



Multidomestic strategy


result: horizontal (flat) organisation












advantages:
able to rapidly respond to changes in local
markets
able to anticipate changes in demand
(tastes and preferences)
disadvantages:
little benefit from either experience or
location economies over time, tendency to
autonomy
lose ability to transfer skills & products
(become less internationally competitive)

Examples: Unilever, Philips

Strategy in action – IKEA









Profile: 140 stores in 30 countries,
CoO-Sweden
Products: Furniture
Strategic objective: Maintain
philosophy of Swedish founder –
furniture (and service) should be high
quality as well as price competitive
(hybrid generic strategy;
differentiation & low cost)
Internationalisation: Rapid using
independent (but strictly monitored)
suppliers to produce standardised
components
Strategy: Used a global strategy to
sell a standardised product worldwide
using a ‘home-base’ formula and
minimal adaptation to local markets.

Global strategy


standardised world wide product






aggressive pricing policies




no/extremely limited product differentiation

concentrate functional activities




capital intensive production
integrated production chain
standardised marketing, advertising, packaging

economies of scale/scope critical advantages

maximise “cost reductions”

Strategy in action – Procter & Gamble
www.pg.com


Profile: US consumer products company

Strategy: Operates locally; sales, marketing, development,
delivery.
 ‘Project 2005’ groups 200+ brand products into 7 business
units, each coordinated globally from key locations (finance,
payroll, HRM, etc.) to achieve internal EoS
 ‘Learning organisation’; best practice becomes benchmark
for all subsidiaries




Organisational strategy and structure is transnational:
objective is to achieve economic efficiency and local
responsiveness


Transnational strategy


pressures for cost reduction AND local responsiveness AND
worldwide learning



Maximise synergy between global competencies



Efficiency, through EoS and integration (coordination) of global
operations



Responsiveness, with flexibility







geographic
functional
organisational
technological

The “international learning organisation”


key competitive asset: ability to adapt/adopt/respond to benefit the customer
(at the expense of the competitor)

3 synergy & structure


International strategy differs from domestic strategy in that
MNEs are able to draw advantage from:






Configuration of value-adding activities across borders
Co-ordination of value-adding activities across borders

(Porter 1986, 1990)

The structure of the multinational enterprise (MNC) should suit the
chosen strategy
By structure we not only mean where the organisation is located,
but also how it is organised.


Strategic
Approach

Multinational

International

Global

Structure

Decentralised
federation

Coordinated federation Centralised hub

Key strategic
capability/
objective

National
responsiveness

Worldwide transfer of
home country
innovations

Global-scale efficiency

Configuration of
assets &
capabilities

Decentralised &
nationally selfsufficient

Sources of core
competencies

centralised, others
decentralised

Centralised & globally
scaled

Role of overseas
operations

Sensing & exploiting
local opportunities

Adapting & leveraging
parent-co
competencies

Implementing parentcompany strategies

Development &
diffusion of
knowledge

Developed & retained
within each unit

Developed at centre,
transferred to
overseas units

Developed & retained

at the centre