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International Competitive Strategy

International Competitive Strategy. Chapter 13. International Strategy. Why is it important? International Strategy Competitive Advantage Develop skills and competencies Global Strategic Planning Definition Considerations Historical v. present day. Process.

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International Competitive Strategy

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  1. International Competitive Strategy Chapter 13

  2. International Strategy • Why is it important? • International Strategy • Competitive Advantage • Develop skills and competencies • Global Strategic Planning • Definition • Considerations • Historical v. present day

  3. Process • Analyze Company’s External Environments • Analyze Corporate Controllable Variables • Define the Corporate Business, Vision, and Mission Statements • Set Corporate Objectives • Quantify Goals • Formulate the Competitive Strategy • Prepare Tactical Plans

  4. Analyze Company’s External Environments • Little control • Five trends • Interdependent economy • Global competitiveness and growth • Consolidate distribution channels • Growth patterns • Volatile and uncertain world

  5. Analyze Corporate Controllable Variables • The Big Picture • Linkages • What does it do? • Knowledge as a Resource • How important is it? • How to use it?

  6. Define the Corporate Business, Vision, and Mission Statements • What are they? • What do they do?

  7. Set Corporate Objectives • Objectives • McDonald’s • Vision • Objectives

  8. Quantify Goals • What does this mean? • Why is it effective? • Nonquantifiable

  9. Formulate the Competitive Strategy • Competitive Strategies • Considerations • Trade-off • Forms • Global • When to use it? • Problems • Multidomestic • When to use it? • Problems

  10. Formulate the Competitive Strategy • Forms • Transnational • Both • Upstream • Downstream • General • Scenarios • Contingency plans

  11. Prepare Tactical Plans • Short-term • Strategy v. Tactical

  12. Planning • Sales Forecast • Sales Budget • Implementation Facilitators • Policies • Procedures • Kinds of Plans • Time Horizon • Level in organization

  13. Planning • Methods of Planning • Top-Down planning • Advantages • Disadvantages • Bottom-up planning • Advantages • Disadvantages • Iterative planning

  14. New Direction in Planning • History • Who Does It • How It Is Done • Contents of the Plan • Summary • Top management • Exercise in forecasting Exercise in creativity • Focus on quick recognition of change • Try to persuade action • Restore corm line management

  15. Competitive Forces • Where to Get Information? • Within the firm • Published material • Suppliers/ customers • Competitors’ employees • Direct observation or physical evidence • Benchmarking • Steps • Types • Internal • Competitive • Functional • Generic

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