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國際化競爭優勢

國際化競爭優勢. 義守大學企管系 B 班 策略管理 Lecture 9 2009.11.25. 大綱. Define the International Strategies Distinguish the Possible Motivations for FDI and MNC Describe the Diamond Model International Corporate level Strategy Discussions. Definition of International Strategy.

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國際化競爭優勢

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  1. 國際化競爭優勢 義守大學企管系B班 策略管理 Lecture 9 2009.11.25

  2. 大綱 • Define the International Strategies • Distinguish the Possible Motivations for FDI and MNC • Describe the Diamond Model • International Corporate level Strategy • Discussions

  3. Definition of International Strategy • A strategy through which the firm sells its goods or services outside its domestic market • 如何執行活動？是否涉及生產行為？ • 找國外代理商、授權製造、特許加盟、設分公司（獨資或是合資） • International markets yield potential new opportunities • A possible way for extending a product’s life cycle • A opportunity for developing the globally branded product

  4. International Opportunities(1) • Increased Market Size • Extending the Product life cycle • Access the large potential market • Lower the risk for R&D investment • Lower the risk for Marketing investment • Similar demand derived from industrialization • 規模愈大，除了可降低成本的意涵外，還代表可執行差異化的能耐與資源 • Whirlpool in India • The Importance of China Market • Example of Coca-Cola and Pepsi

  5. International Opportunities (2) • Return on Investment • Large market is crucial for earning a return on investment ( R&D intensive industries or Marketing intensive industries) • Increasing the development pace for new technology (Auto industry) • Recoup the new-product development cost by internationalization (Computer Hardware) • Generate the above-average returns on investment (McDonald, KFC)

  6. International Opportunities (3) • Economies of Scale and Learning • Technology Driving forces for lower cost • Product standardization & Similar product facilities • Large size is positively related with slack resource • Exploit the core competencies through resource and knowledge sharing • Pursuit synergy • Provide new learning opportunity

  7. International Opportunities (4) • Advantage in Location • Lower the basic costs of the goods or service they provide • Access to lower-cost labor, energy or other natural resources • Access to critical suppliers and customers • 地點優勢不只是來自於具有低成本的勞工或生產，還可能因為靠近市場、具有整合資源效益、具有附加價值… • Example of Hong Kong, Hungary, New York… • 台灣電子廠商的海外佈局 • 在台外商

  8. FDI and MNC • Foreign Direct Investment • 針對單一國家的單一投資案與價值活動的策略考量 • 赴該國投資的成本與效益考量 • Multi-national Company • 跨國企業視全球為一個大市場 • 考慮整體海外活動的策略佈局與競爭優勢 • 考量整體跨國營運所達成之優勢 • 全球佈局的優劣比較

  9. Motivations for Foreign Direct Investment (1) • 開發市場 • 透過新市場，提高潛在報酬率 • 資源取得 • 向上整合以取得原料 • 提昇生產效率 • 低成本考量（要素成本、運輸成本、營運成本…）

  10. Motivations for Foreign Direct Investment (2) • 技術取得 • 以海外投資方式，或技術移轉方式，取得關鍵技術 • 趨避風險 • 整體經濟風險、政治風險、原物料來源風險、競爭風險… • 防禦或報復 • 主要市場受到外國企業之競爭威脅，故採取進入對方市場之方式

  11. Comparative Advantage for FDI：折衷典範 • Ownership Advantage （所有權與資源擁有優勢） • 進入新市場，有哪些能力與資源上之優勢？ • 營運Know-how, R&D, Marketing… • Location Advantage（區位優勢） • 進入此市場，比其他國家擁有哪些區位上優勢 • Internalization （內部化優勢） • 採取哪種進入模式（entry mode） • 獨資、合資、授權、加盟…

  12. 進入模式的選擇（Entry Mode） • 各種進入模式之差異 • 控制程度、資源承諾程度、風險分擔程度 • 在策略意義上，合資與否（獨資v.s. 合資）最具有討論意義 • 獨資：控制程度高、資源承諾程度高、風險分擔程度高 • 合資：控制程度低、資源承諾程度低、風險分擔程度低 • 合資是一種面對國家法令限制、具有學習效果的選擇；但是需建立在足夠的合作誠信基礎上

  13. 進入模式的選擇（Entry Mode） • 出口（Exporting） • 化妝品 • 授權（Licensing） • 軟性飲料製造業、日用品業 • 特許權（Franchising） • McDonald、KFC（混合直接投資） • 合資（Joint Venture） • 新光三越、SOGO、星巴客 • 直接投資（Wholly Owned Subsidiary） • 自己設立，或是購併 • Honda in Taiwan, British American Tobacco in Korea, Channel, LV…等精品

  14. Motivations for Multi-national Company • 達成經濟規模，降低成本 • 在生產製造、研發、行銷等達成經濟規模 • 因應各國市場之差異 • 各地消費行為有所差異 • 針對市場特徵做區隔 • 整合各地知識資源，快速相互學習 • 需能整合各地的技術資源，共同研發新產品 • 達到資源運用之綜效

  15. International Business Level Strategy: Diamond Model • Factor of Production • Necessary inputs to compete in any industry • Demand Conditions • Nature and size of a market segment in the home market • Related and Supporting Industries • Contributors to the success of an industry • Firm Strategy, Structure, and Rivalry

  16. Determinants of National Advantage Factors of Production Firm Strategy, Structure, and Rivalry Demand Conditions Related and Supporting Industries

  17. Implications for Diamond Model • Importance for Home Country Market • The home country of operation is often the most important source of competitive advantage • Forming a Competitive Population • Government Role • Challengers, Catalyst

  18. International Corporate Level Strategy High Need For Global Integration High Need for Local Responsiveness

  19. International Corporate Level Strategy (1) • Multi-domestic strategy（多地區策略） • Higher degree of local responsiveness and Lower degree of global integration • Strategic and operating decisions are decentralized to the business unit in each country • Pursuit Customization in each country • Increasing the potential local market share • Increasing the operating uncertainty • 顧問業、MTV台、速食連鎖業

  20. International Corporate Level Strategy (2) • Global Strategy（全球策略） • Lower degree of local responsiveness and Higher degree of global integration • Offer standardized products across countries • Emphasize economies of scale • Offer greater opportunities to utilize innovations • Forgo growth opportunities in local • 電腦硬體業、化妝品業、精品業、高價手錶

  21. International Corporate Level Strategy (3) • Transnational Strategy（跨國策略） • Higher degree of local responsiveness and Higher degree of global integration • Achieve both global efficiency and local responsiveness • Flexible coordination • Possible conflicting goals in each country • 日用品（P＆G、Unilever（由多地區策略轉為跨國策略）） • 汽車業（GM, Chrysler, Toyota…） • 電信業、航空業、低價手錶

  22. Choose Among International Corporate Level Strategy • 不同產業有不同國際化策略選擇趨勢 • 化妝品業回應當地程度低、國際化整合程度高 • 顧問業回應當地程度高、國際化整合程度低 • 汽車業回應當地程度高、國際化整合程度高 • 產業內各公司國際化策略的趨同現象，反應產業內何種公司的運作或是商業模式會獲利 • Unilever由「多地區策略」，轉變為「跨國策略」 • Prada宣稱有些產品的製造或行銷，要「貼近亞洲或是中國市場」

  23. Choose Among International Corporate Level Strategy • 同一產業當中，不同公司有不同的國際化策略選擇 • 日用品業當中，Unilever的回應當地程度高、國際化整合程度低；P＆G的回應當地程度高、國際化整合程度高 • 網路拍賣業當中，e-bay的回應當地程度低、國際化整合程度高；Yahoo的回應當地程度高、國際化整合程度低。 • 但是同一產業內，各公司的國際化策略有趨同現象

  24. Discussions • 如何由價值鏈活動， 思考全球佈局 • 配置性、協調性 • 世界經濟板塊的區分 • Liability of Foreignness • Focus less on truly global markets, and more on regional adaptation • Importance of local adaptation • Regionalization • Location choice for implementing • Choose similar location or not

  25. Discussions: Semi-Globalization（準全球化） • The regional economic integration is a trend • The MNC’s global expansion varies according to its distance framework • Cultural distance • Administrative distance • Geographic distance • Economic distance • Distance does matter, and it is possible the explanation for regional economic integration

  26. Discussions • 如何在新興市場（emerging market）取得競爭優勢？ • 該市場的中產階級需要什麼？哪種商業模式（business model）可吻合此種需求？ • 該市場的配銷網路為何種型態？ • 該市場的領導或管理方式應該如何運作？外派人員好嗎？ • MNC是否需要一致性的全球策略？或是提高因地制宜比例？ • 在該地選擇策略伙伴好嗎？策略伙伴是否有益MNC在該地的成長？

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