Global Strategies and the MNC
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Transcript of Global Strategies and the MNC
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Global Strategies and the MNC
Shea GordonKyle HarrisBradley PetersMatthew Powers
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A brief company history Pattern of Internationalization Challenges of
Internationalization Tastes changes from culture to
culture Adaptation was necessary Recent struggles moving to
China
IKEA’s International Strategy
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Patterns of Internationalization
• Sheltered Industries• Trading Industries• Multidomestic Industries• Global Industries
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National Influences on Competitiveness Comparative Advantage
Firm Resources and Capabilities The Industry Environment The National Environment
Analyzing Competitive Advantage in an International Context
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Porter’s National Diamond
Factor Conditions
Strategy, Structure, and
Rivalry
Demand Conditions
Related and Supporting Industries
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Intel Diamond Model
• Easy and cheap materials
• Well-educated work force
• Growing competition for superconductors
• Little rivalry for microprocessors
• Move to open mobile platforms
• Slowing growth in PC market
• “evolving market trends”
• Difficult to imitate product
• Slowing PC growth• Must look to foreign
countries for supplies.
Factor Conditions
Related and Supporting Industries
Strategy, Structure, and Rivalry
Demand Conditions
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Applying the Framework: International Location of Production• National resource availability• Firm-specific competitive
advantage• Tradability• Political Considerations
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Seek countries whose resource availability and cost best match each stage of the value chain
Cost factors: Availability of resources Quality of resources and capabilities
Location and Value Chain
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Entering Foreign Markets
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Entering Foreign Markets: Cont.
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1. Is the firm’s competitive advantage based on firm specific or country specific resources?
2. Is the product tradable and what are the barriers to trade?
3. Does the firm possess the full range of resources and capabilities for establishing a competitive advantage in the overseas market?
4. Can the firm directly appropriate the returns to its resources?
5. What transaction costs are involved?
Five Key Factors for Market Entry
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Multinational Strategies
Global Integration Vs. National DifferentiationGlobal Wins for 2 Reasons 1. Economies of Scale2. Local customer
preferences are disappearing
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Cost Benefits of Scale and Replication
Serving Global Customers Exploiting National Resources Learning benefits Competing Strategically
5 Benefits of Global Strategy
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Need For National DifferentiationNational Differences in Customer Preferences continue to exert a powerful influence in most markets
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Global Game with National Differentiation New Skins in new Regions Global Competitive Scene
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Changing Organization Structure: national to worldwide
New Approaches to reconciling localization and global integration. Necessities for this: Each unit is a source of ideas, skills, capabilities National units become source for particular
product The center has a highly complex managing role
Reconfiguring the MNC: the Transnational Corporation
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Transnational firm is a concept rather than archetype
MNC’s are increasingly locating management outside home
Nexans head of shipbuilding cables moves to South Korea
Biggest challenge of MNC’s: integrating innovation globally
Reconfiguring the MNC cont.
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Moving internationally increases complexity Companies can enter markets globally by
exporting, licensing, or directly investing National differences pressures companies to
adapt Global integration requires companies to
become transnational
Summary