wild_ib6_inppt_11

11 InternationalStrategy andOrganization

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

11 - 2Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall

Planning and StrategyPlanning and Strategy

Planning Strategy

Identifying and selecting objectives and deciding how to achieve those objectives

Set of planned actions that managers take to help a

company meet its objectives


Strategy-Formulation ProcessStrategy-Formulation Process


Identify Mission and GoalsIdentify Mission and Goals

Mission statementsmust consider: Company activities Business objectives Stakeholders Stockholders Customers Residents Environment

and much more…


Identify Core CompetencyIdentify Core CompetencyIdentify Core CompetencyIdentify Core Competency

Special ability of a company that competitors find extremely difficult or impossible to equalSpecial ability of a company that competitors find extremely difficult or impossible to equal

Coordination of multiple skillsCoordination of multiple skills

Develop over lengthy period of timeDevelop over lengthy period of time

Difficult to teachDifficult to teach


Value Chain AnalysisValue Chain Analysis


Business EnvironmentBusiness Environment

National differences are inherent in analyzing a firm’s unique abilities

Cultural differences

Political processes

Legal matters

Economic systems

Labor issues

Consumer forces

and much more…


Multinational StrategyMultinational Strategy

Adapting products and their marketing strategies

to local preferences in each national market

– Difficult to exploit economies of scale

+ Respond quickly to buyer preferences


Global StrategyGlobal Strategy

Offering the same products using the same marketing strategy in all

national markets

– May overlook varying buyer preferences

+ Cost savings from standardization

11Questions?




Part 2


Levels of Company StrategyLevels of Company Strategy


Growth StrategyGrowth Strategy

Internally generated growth

Mergers and acquisitions

Joint ventures

Strategic alliances

Increase the scale (size of activities) orscope (kinds of activities) of operations


Retrenchment StrategyRetrenchment Strategy

Reduce the scale or scopeof a corporation’s businesses

Reduce Scale Reduce Scope

Close factories

Lay off workers

Sell unprofitable businesses

Sell unrelated businesses


Stability StrategyStability Strategy

Guard against change and avoidgrowth or retrenchment

No opportunities or threats

Strengths fully exploited

Weaknesses fully protected

Stated objectives are met


Combination StrategyCombination Strategy

Invest inpromising units

Retrench forless exposure

Stabilizeother units

Mix of growth, retrenchment, and stability strategies across business units


Business-Level StrategiesBusiness-Level Strategies

Low-cost leadership

Differentiation

Focus


Low-Cost StrategyLow-Cost StrategyLow-Cost StrategyLow-Cost Strategy

Exploit economies of scale to have the lowestcost structure of any competitor in an industryExploit economies of scale to have the lowestcost structure of any competitor in an industry

• Mantra is cutting costs

• Quality remains important

• Scale is barrier to new entrants

• Perhaps low customer loyalty


Differentiation StrategyDifferentiation Strategy

Effects

Price premium

Customer loyalty

Portion of market only

Higher production costs

Design products that buyers perceiveas unique throughout an industry

Differentiators

Quality

Brand image

Product design


Focus StrategyFocus StrategyFocus StrategyFocus Strategy

Focus on narrow market segment by being the low-cost leader, differentiating, or both

Focus on narrow market segment by being the low-cost leader, differentiating, or both

• Many sub-segments today

• Need distinctive product

• Single geography, ethnicity, etc.


Department-Level StrategiesDepartment-Level Strategies

Departmental strategies

are key to a company

achieving its objectives:

Manufacturing Marketing Logistics Research & development

and others…

11Questions?




Part 3


Organizational StructureOrganizational Structure

Centralizeddecision making

Decentralizeddecision making

+ Coordination is paramount+ Financial control & cost savings

+ Improves local responsiveness+ Increases accountability


International Division International Division StructureStructure


International Area StructureInternational Area Structure


Global Product StructureGlobal Product Structure


Global Matrix StructureGlobal Matrix Structure


Work TeamsWork Teams

Cross-functionalteam

Group of employeesfrom similar levels but

different functionaldepartments

Self-managedteam

Employees from onedepartment take onresponsibilities offormer supervisors

Globalteam

Top managers fromheadquarters andsubsidiaries solvecompany problems

11Questions?


wild_ib6_inppt_11

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