Strategic Management Strategic Actions: Strategy Formulation Chapter 8

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1 Strategic Management Strategic Actions: Strategy Formulation Chapter 8
6th Edition Strategic Actions: Strategy Formulation Chapter 8 International Strategy HITT-IRELAND-HOSKISSON

2 International Diversification
Identifying International Opportunities: Incentives to Use an International Strategy International Diversification International Opportunities Rationale Traditional Motive Emerging Motive International strategy Increased market size Greater Return on investment Greater Economies of scale, scope, or learning Competitive Advantage through Location

3 Opportunities and Outcomes of International Strategy
Identify International Opportunities Explore Resources and Capabilities International Strategies Use Core Competence Modes of Entry Strategic Competitiveness Outcomes Management problems and risk Better performance Innovation International Business- Level strategy Multi domestic strategy Global strategy Transnational Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary Increased market size Return on investment Economies of scale and learning Advantage in location

4 International Strategies
strategy Int. Level Business Strategy: Cost Leadership Differentiation Focused Cost Leadership Focused Differentiation Integrations Cost Lead/Diff Int. Corporate Level Strategy: Multidomestic Global Transnational

5 Determinants of National Advantage
Factor of production Firm strategy, structure, and rivalry Demand conditions Related and supporting industries

6 Basic Advanced Factors of production Success in global Competitor Generalized Specialized

7 International Corporate-Level Strategies
Transnational strategy Global strategies Multi domestic strategy High Low Need for Local Responsiveness Need for Global Integration

8 Liability of Foreignness
Environmental Trends Environmental Trends Liability of Foreignness Regionalization

9 Strategic Competitiveness Outcomes
International Diversification and Returns International Diversification and Innovation

10 Risks in an International Environment
Political Risks Economic

11 Risk in the International Environment
War in Iraq and Afghanistan following the Sep 11, 2001, terrorism attacks Continual Warfare between the Palestinians and Israel Political Risks Potential of war between Pakistan and India The potential of integration between North and South Korea

12 Risk in the International Environment
Failure of Argentina economy and devaluation of the peso Challenges for China in implementing the World Trade Organization agreements Economic Risks The proposed constitution as well as entry of new countries into European Union will strengthen the euro currency and unite Europe more tightly with existing and new partner countries Success of privatization and firm restructuring among Eastern European countries

13 Risk in the International Environment
Serangan teroris tanggal 11 September dan perang terhadap terorisme di Afganistan dan negara-negara lain Peperangan yang berkepanjangan antara Palestina dan Israel Potensial terjadinya perang antara Pakistan dan India Potensial terjadinya integrasi antara Korea Utara dan Korea Selatan Political Risks

14 Risk in the International Environment
Kegagalan ekonomi Argentina dan devaluasi mata uang Peso Menghadapi China dalam implementasi persetujuan WTO Efektifitas mata uang Euro diantara 13 negara-negara Eropa Suksesnya privatisasi dan restrukturisasi diantara negara-negara Eropa timur Economic Risks

15 International Strategies
Business-level strategies internasional biasanya mengandaskan pada satu lebih keunggulan home-country, seperti model Porter pada gambar 8.2. Model Porter menekankan empat faktor: faktor produksi; kondisi permintaan; industri terkait dan pendukung; pola strategi perusahaan, struktur, dan persaingan.

16 strategi multidomestik
Strategi multidomestik adalah strategi internasional dimana keputusan operasi dan strategi terdesentralisasi pada unit bisnis strategis pada tiap-tiap negara yang mana tiap-tiap unit dapat menyesuaikan barang-barangnya atau jasa pada pasar lokal. Strategi multidomestik berfokus pada kompetsisi di dalam tiap-tiap negara dimana perusahaan bersaing.

17 strategi global Strategi global adalah strategi internasional yang mana melalui perusahaan menawarkan produk yang terstandarisasi pada pasar antar negara, dengan strategi kompetitif didikte oleh kantor pusat. Strategi global mengasumsikan standarisasi mengenai produk pada batasan-batasan negara; oleh karena itu strategi kompetitif adalah tersentralisasi dan dikendalikan oleh kantor pusat.

18 Strategi Transnasional
Strategi transnasional mengkombinasikan kedua aspek strategi multi domestik dan global di dalam menekankan kemampuan lokal dan integrasi global dan koordinasi. Strategi ini sulit pada penerapan, memerlukan jaringan yang terintegrasi dan budaya komitmen secara individu.

19 Strategic Competitiveness Outcomes
Secara umum, diversifikasi internasional terkait terhadap above average return, tetapi mengasumsikan bahwa diversifikasi secara efektif diimplementasikan dan operasi perusahaan internasional dikelola dengan sangat baik. Diversifikasi internasional merupakan strategi perusahaan melalui penjualan barang-barang atau jasa pada batasan wilayah global dan negara pada lokasi geographi atau pasar yang berbeda. Diversifikasi internasional menyediakan skope nilai ekonomis dan pembelajaran yang lebih besar, yang mana inovasi yang lebih besar membantu menghasilkan above-average return.