Slide 1Strategy: Analysis and Practice
National Competitive Advantage
The Internationalization Process
The Drivers of Globalization
Strategy: Analysis and Practice
Strategy and Organization
Managing International Organisation
International Business: Transactions across national borders.
International Trade: exporting and importing
Foreign Direct Investment: capital invested in other nations by firms through their control of foreign subsidiaries and affiliates.
Multinational Enterprises: Companies with subsidiaries located in more than one country, normally restricted to the largest international firms.
Strategy: Analysis and Practice
Strategy: Analysis and Practice
Strategy: Analysis and Practice
Multidomestic Strategy
Markets in each country have different consumer behaviour.
Product diversity.
Markets and consumer behaviour broadly similar in all countries.
Product standardisation
and location economies,
transfer distinctive competences within the company, and at the same time
pay attention to pressures for local responsiveness”
(Bartlett and Ghoshal, 1989)
Strategy: Analysis and Practice
Effective when there is clarity, continuity and consistency through the organization.
Disadvantages
May engender conflict.
Strategy: Analysis and Practice
Concluding Remarks
International strategy is a significant extension of the logic of competitive advantage.
International trade and national competitive advantage are key parts of the business environment
International trade underpinning internationalization.
Globalization promoting international standardization.
Strategy: Analysis and Practice
Attempts to gain the ‘best of both worlds’ have involved
Transnational strategy