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MBA 713 - Chapter 11
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Chapter 11 - 1
Chapter 11
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
International Strategic
Management
Chapter 11 - 2
Learning Objectives• Characterize the challenges of international
strategic management• Assess the basic strategic alternatives that
are available to firms• Distinguish and analyze the components of
international strategy• Learn the process of international strategic
management• Review levels of international strategies
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 11 - 3
The Challenges of International Strategic
Management
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Chapter 11 - 4
International Strategic Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Planning Strategy
Chapter 11 - 5
• What products and services to sell?
• Where and how to make them?
• Where and how to sell them?
• Where and how to get resources?
• How to outperform the competition?
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Fundamental Questions for a Firm’s Strategic
Planners
Chapter 11 - 6
International Strategy
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1. Developing
2. Implementing
3. Monitoring
4. Controlling
Competitive Advantage
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 11 - 7
Global Efficiencies
Multinational Flexibility
Worldwide Learning
Chapter 11 - 8
Summary of Discussion
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Chapter 11 - 9
Strategic Alternatives
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Chapter 11 - 10Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Home Replication
Core Competency
Specific Advantage
Chapter 11 - 11
Multidomestic Strategy
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Operating Subsidiaries with Local-Market Focus
•Differences Among National Markets
•Economies of Scale
•Cost of Coordination
High Low
Chapter 11 - 12
Global Strategy
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World Market = Single Entity
Standardizes Goods and Services
Pursues Economies of Scale
Centralizes Power and Decision Making
Chapter 11 - 13
Transnational Strategy
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Pursues Dual Goals
Global-Scale Efficiency
Local Flexibility
Chapter 11 - 14
Strategies for Balancing Integration and Responsiveness
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Global
Home Replication
Transnational
Multidomestic
Local Responsiveness
Glo
bal I
nteg
ratio
nH
igh
Low
Low High
Chapter 11 - 15
Summary of Discussion
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Chapter 11 - 16
Components of an International Strategy
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Chapter 11 - 17
Distinctive Competence
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•Cutting-Edge Technology
•Efficient Distribution Networks
•Superior Organizational Practices
•Well-Respected Brand Names
Chapter 11 - 18Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Scope of Operations
Geographic
Regions
Market Niches
Chapter 11 - 19
• Products
• Geography
• Combination
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Resource Deployment
Chapter 11 - 20Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Synergy
Whole Exceeds the Sum of Parts
Chapter 11 - 21
Summary of Discussion
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Chapter 11 - 22
Developing International Strategies
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Chapter 11 - 23
1. Develop Mission Statement
2. Perform SWOT Analysis
3. Set Strategic Goals
4. Develop Tactical Goals and Plans
5. Develop Control Framework
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Steps in International Strategy Formulation
Chapter 11 - 24
Mission Statement
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•Purpose•Values •Directions
Chapter 11 - 25Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
Chapter 11 - 26
Porter’s Value Chain
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Primary Activities
R&D andDesign
Manufacture Marketing DistributionAfter-Sales
Service
Organizational Structure and Culture
Management of Information Systems
Human Resource Management
Supply Chain Management
Supp
ort A
ctivi
ties
Chapter 11 - 27Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Strategic Goals
•Measurable•Feasible•Time-Limited
Chapter 11 - 28Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Develop Tactics
Strategic Goals
Daily Activities
Chapter 11 - 29
Control Framework
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Strategic Goals
Managerial Processes
Organizational Processes
Chapter 11 - 30
Summary of Discussion
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Chapter 11 - 31
Levels of International Strategy
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Chapter 11 - 32
Corporate Strategy
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Single Business
Related Diversification
Unrelated Diversification
Chapter 11 - 33
Business Strategy
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Related Diversification Unrelated Diversification
Strategic Business Unit (SBU)
Differentiation Overall Cost Leadership Focus
Chapter 11 - 34Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Three Strategies• Differentiation
• Cost Leadership
• Focus Strategy
Chapter 11 - 35
Functional Strategies
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Core Competency
Resources and Supplies
Industry RivalsNew Markets
Finances
Research and Development
Operations
Human Resources
Chapter 11 - 36
Summary of Discussion
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Chapter 11 - 37
Chapter 11
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
International Strategic
Management
Chapter 11 - 38Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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