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Global Management

Global Management. W. Christian Buss, Ph.D. William K. Holstein, Ph.D. Learning Objectives #1. Understand Course Objectives and Projects Know the key electronic search strategies in global business Describe the impact of globalization on companies

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Global Management

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  1. Global Management W. Christian Buss, Ph.D. William K. Holstein, Ph.D.

  2. Learning Objectives #1 • Understand Course Objectives and Projects • Know the key electronic search strategies in global business • Describe the impact of globalization on companies • Learn how to do a global strategy evaluation

  3. The Trade Wars • Consider the US export production • 1/4 of farmland • 1/6 of manufacturing jobs • 1/7 sales dollars • 1/4 of US debt is owned by foreigners Application: A $15M company called Specialty Silicones makes silicone windshield wiper blades that will outlast the car. What factors must the international manager consider in deciding which market(s) are excellent opportunities for expanding production capacity?

  4. Globalization of the U.S. TV Industry From 90+ to 0 U.S. Companies in 40 Years CBS-Columbia -Stopped manufacturing in mid-50s Crosley - Division of AVCO; stopped manufacturing in mid-50s Dumont - Sold to Emerson in 1958 Westinghouse - Stopped TV production in 1970. Magnavox - Sold to Philips NV (Netherlands) in 1974 Motorola - Sold TV business Matsushita (Japan) in 1974; renamed Quasar Packard-Bell - Sold to Teledyne, Inc; stopped manufacturing in 1974

  5. Foreign Acquisitions of U.S. Companies U.S. Company Foreign Owner Keebler (Cookies and other foods) Britain J. Walter Thompson (Advertising) Britain Spiegal (Catalog retailing) Germany Mack Trucks (Automotive) France Giant Food Stores (Supermarkets) Netherlands Pillsbury, Burger King, Pearle Vision Britain CBS Records (Music and Entertainment) Japan Carnation (Coffee-Mate, Friskies pet food) Switzerland Chesebrough-Pond’s (Vaseline) Netherlands SOURCE: Adapted from “The 100 Largest Foreign Investments in the U.S.,” Forbes, July 18, 1994, pp. 266-270.

  6. Key Factors in Global Management • How can we adapt the organization to international markets? • What global threats exist? • How can I turn the threats into opportunities? • What are my strategic global alternatives?

  7. Problem Analysis How do we do a Global Management Project anyway? • Identify the deliverables • Specify the problem and its parameters • Develop a strategy to solve the problem making sure it meets the parameter constraints • Develop sub-projects/tasks • Allocate across team members • Complete your individual assignments • Bring together to complete the team deliverables

  8. FordGlobal Strategy 1. What does becoming a global company mean to Ford? 2. Why does Ford need to reorganize as a global company? 3. Why has Ford entered into Joint Ventures with other companies?

  9. Framework for Global Strategy - Yip Company Position and Resources Levers Market participation Products Location of Activities Marketing Competitive Tactics Benefits/Costs Globalization Drivers Organization Capability

  10. “A Good Global Strategy?” • A strategy only makes sense for a specific company in its specific environment • Strategies are therefore contingent upon: • Company resources • Company environment • A given strategy may be good or bad, depending on these two factors • Therefore you have to: • Diagnose strategic needs IN CONTEXT • Develop strategies IN CONTEXT

  11. Benefits Cost Reduction Improved quality Lead-country planning Enhanced Customer Preference Competitive Leverage Costs Coordination/ Communication Cross National Borders Lose Customer Focus Strategic Analysis Define Strategic Roles of Business Units and Countries!

  12. See Ya’ Wednesday • Strategic Partner Presentation Due • Report Due - 10AM Thurs. on Topclass • PC industry in China Presentations Groups 1,2,3,4 Write-ups from all groups by Sat 10 AM.

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