Lecture IV International Strategic Planning (chs. 3 and 5)
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Transcript of Lecture IV International Strategic Planning (chs. 3 and 5)
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Lecture IVLecture IV
International Strategic International Strategic PlanningPlanning
(chs. 3 and 5)(chs. 3 and 5)
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What complicates MNCs’ strategic planning?
- Strategy formulation process – SWOT analysis – international environmental forces – global competitive environment and the host government
1. Host government relationship
2. Competition
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Host government relationship
A.A. Conflicts between developing Conflicts between developing countries and MNCs:countries and MNCs:
MNCs’ size, control, flexibility, and efficiency
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Host government relationship (Contd..)
Allegations against MNCs activitiesAllegations against MNCs activities – Technology transfer (prices too high, sales too
restricted), MNCs’ ethnocentrism perpetuates a neocolonial
dependence of LDCs, MNCs introduce superfluous products, MNCs’ transfer pricing, Best jobs given to expatriates, local labor at a
disadvantage
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Host government relationship (Contd..)
B. Host Governments’ bargaining B. Host Governments’ bargaining powerpower
C.C. MNCs’ negotiation methodsMNCs’ negotiation methodsPolicy approach Centralized approach Diffuse approach Coordinated approach
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Competition
Global competitive environment of the industry (industry drives strategy)
Other MNCs
Domestic industries (Keiretsu )
SOEs
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MNEs’ International Strategy [text, ch. 3]
Levit [1983]:Levit [1983]: product standardization
Hout, Porter, and Rudden [1982]:Hout, Porter, and Rudden [1982]: economies of scale through global volume, synergies across different activities
Hamel and Prahalad [1985]:Hamel and Prahalad [1985]: broad product portfolio to share MNCs’ infrastructure and capabilities
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MNEs’ International Strategy (Contd..)
1. The Goals (of international operations) Global efficiency (p. 199, figure 3-1) Multinational
flexibility/responsiveness Worldwide learning2. The Means
National differencesScale economiesScope economies (p. 202,table 3-1)
3. Building blocks of worldwide advantage (p.203, table 3-2)
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MNCs’ Strategic Orientation
(Bartlett and Ghoshal’s Organizational Topology)
BG Permultter Example
Multinational
International
Global
Transnational
Polycentric
Ethnocentric
Centocentric
Geocentric
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MNCs’ Strategic Orientation (Contd..)
Between the two extremes of highly centralized, centocentric/global (standardization, global integration, efficiency, economies of scale…) and decentralized, multinational (host country focus, effectiveness…) strategies, there lies a possibility of combining the features of the two to better respond to the situation.
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MNCs’ Strategic Orientation (Contd..)
(p.211, BG) “excentralization”? -decentralization? No. Certain resources may be concentrated but not necessarily at home.
J. S. Lublin, “Firms Ship Unit Headquarters Abroad,” WSJ, B1, 12-9-92
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What an MNE needs to do to build worldwide advantage?
- p.206, table 3-3.
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Responding to the strategic challenges
- by (pp. 206 - 209) Defending its worldwide dominance Challenging the global leader Protecting domestic niches
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EPCG and MNE’s Strategy / Structure
(slides 14-18)
Empirical tests of the structural and strategic characteristics of firms have mostly failed to establish significant relationships between a geocentric mindset and companies’ strategic orientation and structures.
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EPCG and MNC’s Strategy / Structure (Contd..)
S. J. Kobrin, “Is there a Geocentric Mindset and Multinational strategy?”, Journal of International Business Studies, Fall, 1994
--- Results of the study may help to explain business strategies of
Hi-tech companies
--- The cases of Google, Yahoo and Microsoft (MSN in China)
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EPCG and MNC’s Strategy / Structure (Contd..)
In Kobrin’s study, an index of a geocentric mindset is found to correlate with geographic scope and various aspects of IHRM policy and practice, but no relationship is found with measures of MNCs’ strategy or structure.
Also, Kobin’s “speculative hypothesis” about the development of a geocentric mindset may relate to the information or knowledge intensity of the firm rather than its position on the strategic continuum.
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MNE’s Strategy and Industry Characteristics Product requirementsProduct requirements and Market requirements Market requirements
(distribution channels, and Service needs/expectations)
Product and market requirements are influenced by market forces or dictated by the host government.
Operational requirementsOperational requirements – economies of scale, investment requirements in R&D, manufacturing facilities…etc.
The interaction between these two dimensions dictates MNE’s strategic direction
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MNE’s Strategy and Industry Characteristics (Contd..)
National Global
National
Product/Market Requirements
OperationalRequirements
Global Transnational ?Global (Automobiles,
Electronics)
Multinational (Detergent)
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The Worldwide Learning Challenge(ch.5,pp. 456-457)
MNE’s Learning Processes Center-for-global (market insensitivity) Local-for-local (duplication, inefficiency)
Transnational Innovation Locally leveraged (“not-invented-here”
syndrome) Globally linked (high coordination cost)
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Strategic Implication of Cultural Differences
Cultural forces impact the interpretation of the environment, and therefore affect strategy formulation.
Cultural differences in understanding our relationship with
The environment
Other people
“Conformity”– US and Japanese interpretations
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The American concept of profit maximization?
Charles HandyCharles Handy, The Age of Paradox, 1995
Charles HandyCharles Handy, Beyond Capitalism: A Quest for Purpose in the Modern World”, 1999
SRC (Self Reference Criterion)