Professional Documents
Culture Documents
Mcgraw Hill/Irwin
Mcgraw Hill/Irwin
Chapter
6
Licensing, Strategic Alliances, FDI
Outline
6-3
Non-exporting modes of entry
6-4
Three modes of entry
LICENSING
Host Country
Home country Blueprint : “how to do it”
Host County
6-6
Licensing
6-7
Franchising
The Franchisor:
Pro: The franchisor typically gets income as a royalty on gross revenues.
Con: The franchisor needs to establish controls over the use of the brand
name and the level of quality provided by the local operation.
The Franchisee:
Pro: The franchisee can start a business with limited capital and benefit
from the business experience of the franchiser.
Con: The franchiser’s ability to dictate many facets of business operation
limits local adaptation.
6-9
Close-up: Fast Food Franchising
6-10
Franchising a la McDonalds:
Pros and Cons
Advantages
The basic “product” sold is a well-recognized brand name (50-50 split
on advertising costs).
The franchisor provides various production and marketing support
services to the franchisee (potatoes in Russia).
The local franchisee raises the necessary capital and manages the
franchise (not in Moscow).
Disadvantages
Careful and continuous quality control is necessary to maintain the
integrity of the brand name (Paris problem).
6-11
Licensing: OEM
6-12
Strategic Alliances
6-13
Equity and Non-Equity SAs
Equity Strategic Alliances
– Joint Ventures
– Distribution Alliances
– Manufacturing Alliances
– Research and Development Alliances
6-14
Equity Alliances: Joint Ventures
Joint Ventures
Involve the transfer of capital, manpower, and usually some
technology from the foreign partner to an existing local
firm.
Examples include Rank-Xerox, 3M-Sumitomo, several
China entries where a government-controlled company is
the partner.
This was the typical arrangement in past alliances – the
equity investment allowed both partners to share both risks
and rewards.
Today non-equity alliances are common.
6-15
Rationale for Non-Equity Alliances
• Tangible economic gains at lower
risk
• Access to technology
• Markets are reached without a long
buildup of relationships in channels
• Efficient manufacturing made
possible without investment in a
new plant
6-17
Pros and Cons of Distribution
Alliances
Advantages Disadvantages
Improved capacity load Time arrangement can
Wider product line limit growth for the
Inexpensive access to a
partners
market Can hinder learning more
Quick access to a market
about the market, creating
obstacles to further inroads
Assets are complimentary
Each partner can
concentrate on what they
do best
6-18
Manufacturing Alliances
6-19
R&D Alliances
R&D Alliances
Provide favorable economics, speed of access, and
managerial resources and are intended to solve critical
survival questions for the firm
Used to be seen as particularly risky, since technological
know-how is often the key competitive advantage of a
global firm
The risk of dissipation has become less of a concern,
however, as technology diffusion is growing ever faster
anyway.
6-20
Manufacturing Subsidiaries
6-21
Manufacturing Subsidiaries
ADVANTAGES DISADVANTAGES
• Local production lessens
• Higher risk exposure
transport/import-related costs,
taxes & fees • Heavier pre-decision
information gathering &
• Availability of goods can be
research evaluation
guaranteed, delays may be
eliminated • Political risk
• More uniform quality of product • “Country-of-origin” effects
or service can be lost by manufacturing
elsewhere.
• Local production says that the
firm is willing to adapt products &
services to the local customer
requirements
6-22
FDI: Acquisitions
Instead of a “greenfield” investment, the company can enter by
acquiring an existing local company.
Advantages
Speed of penetration
Quick market penetration of the company’s products
Disadvantages
Existing product line and new products to be introduced might
not be compatible
Can be looked at unfavorably by the government, employees,
or others
Necessary re-education of the sales force and distribution
channels
6-23
Entry Modes and Local Marketing Control
The local marketing can be controlled to varying
degrees, quite independent of the entry mode chosen. The
typical global firm maintains a sales subsidiary to manage
the local marketing. Examples:
marketing control
mode of entry independent agent joint with alliance partnerown sales subsidiary
exporting Absolut vodka in the US Toshiba EMI in Japan Volvo in the US
licensing Disney in Japan Microsoft in Japan Nike in Asia
strategic alliance autos in China EuroDisney Black&Decker in China
FDI Goldstar in the US Mitsubishi Motors in US P&G in the EU
6-24
Optimal Entry Mode Matrix
6-25
Illustrative Entry Strategies
6-26
Export Expansion and Cultural Distance
6-27
Cultural Distance and Learning
AMOUNT Gradual Late Entry
OF Entry
LEARNING
Early Entry
Learning
More and
Some learning learning unlearning
6-28
The Internationalization Stages
Internationalization Stages
Stage 1 – Indirect exporting, licensing
Stage 2 – Direct exporter, via independent distributor
Stage 3 – Establishing foreign sales subsidiary
Stage 4 – Local assembly
Stage 5 – Foreign production
Born Globals
Firms that form the outset view of the world as one market
Typically small technology-based businesses
6-29
Export Expansion Strategies
Waterfall Strategy
The firm gradually moves into overseas markets
Advantages of this strategy are that expansion can take
place in an orderly manner and it is relatively less
demanding in terms of resource requirements
Disadvantage of this strategy: it may be too slow in fast-
moving market
6-30
The Waterfall Gradual Expansion
Home Country
6-31
Export Expansion Strategies
Sprinkler Strategy
6-32
The Sprinkler Simultaneous Expansion
Home Country
6-33
Takeaway
Trade barriers will typically force the firm to un-bundle its value
chain & engage in non-exporting modes of entry, such as
licensing or strategic alliances -
6-34
Takeaway
6-35
Takeaway
6-36
Takeaway
6-37
Takeaway
6-38
Takeaway
6-39