Professional Documents
Culture Documents
Deresky 06
Deresky 06
6-1
Chapter 6:
Formulating Strategy
PowerPoint by
Hettie A. Richardson
Louisiana State University
2008 Pearson Prentice Hall
6-2
Opening Profile: Wal-Marts
Formula Doesnt Fit
Wal-Marts attempts to apply its
strategy internationally have not all
been successful
Germany, South Korea
Difficulty dealing with labor unions
Lack of scale
Inability to compete with established
discounters
2008 Pearson Prentice Hall
6-3
Opening Profile: Wal-Marts
Formula Doesnt Fit
Wal-Mart is learning from its mistakes
Greater acquisitions
Asda, Seiyu, Bompreo
Smiling clerks in Germany
12% growth internationally
2008 Pearson Prentice Hall
6-4
Strategic Planning and Strategy
Strategic planning: The process by which a
firms managers evaluate the future prospects
of the firm and decide on appropriate
strategies to achieve long-term objectives
Strategy: The basic means by which the firm
competes
2008 Pearson Prentice Hall
6-5
Reasons for Going International
Reactive (defensive) reasons
Globalization of competitors
Trade barriers
Regulations and restrictions
Customer demands
2008 Pearson Prentice Hall
6-6
Reasons for Going International
Proactive (aggressive) reasons
Economies of scale
Growth opportunities
Resource access and cost savings
Incentives
2008 Pearson Prentice Hall
6-7
Management Focus: Mexicos
Cemex
Is aggressively growing via worldwide
acquisitions
Bid $12.8 billion in 2006 for the Rinker Group
of Australia
Has operations on five continents with 2005
sales of $15.3 billion
2008 Pearson Prentice Hall
6-8
Strategic Formulation Process
2008 Pearson Prentice Hall
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Mission and Objectives
Marketing
Worldwide,
regional, national
market share
Production
Production volume
Economies of
scale
Finance
Tax burden
Capital structure
Profitability
ROA, ROE, ROI
R & D
Global patents
2008 Pearson Prentice Hall
6-10
Environmental Assessment
Environmental scanning: The process of
gathering information and forecasting trends,
competitive actions, and circumstances that
will affect operations
Global, regional, national
2008 Pearson Prentice Hall
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Environmental Scanning
Political instability
Example: Upheaval in the Middle East
Currency instability
Example: 1998 devaluation of the Mexican
Peso
Nationalism
International competition
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Sources of Environmental
Information
In the US there are more than 2000 business
information databases
Clipping services
Internal sources
Mitsubishi employees 60,000 market analysts
2008 Pearson Prentice Hall
6-13
Internal Analysis
Key success factors:
Technological capability: Microsoft
Distribution channels: Wal-Mart
Promotion capabilities: Disney
2008 Pearson Prentice Hall
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Competitive Analysis
Distinctive competencies
Example: Sonys ability to miniaturize
SWOT analysis
Competitive position analysis
2008 Pearson Prentice Hall
6-15
Strategic Decision-Making
Models
2008 Pearson Prentice Hall
6-16
Global Strategy
Treating the world as an undifferentiated
worldwide marketplace
The impetus:
Regional trading blocs
Declining tariffs
Information technology explosion
2008 Pearson Prentice Hall
6-17
Regionalization/Localization
Local markets are linked together within a
region, allowing local responsiveness
The impetus:
Unique consumer preferences
Domestic subsidies
New production technologies
2008 Pearson Prentice Hall
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Global Integrative Strategies
Full vertical and horizontal integration
Example: Dell
Factories in Ireland, Brazil, China, etc.
Assembly and delivery system from 47
locations around the world
Little inventory, ability to change operations
quickly
2008 Pearson Prentice Hall
6-19
E-Business for Global
Expansion
2008 Pearson Prentice Hall
6-20
E-global or E-local?
Going e-global makes sense when:
Trade is global in scope
Business does not involve delivering
orders
When the business model can be easily
hijacked by local competitors
2008 Pearson Prentice Hall
6-21
E-global or E-local?
Going e-local makes sense when:
Production and consumption are regional
in scope
Customer behavior and market structures
differ across regions, but are similar within
a region
Supply-chain management is very
important to success
2008 Pearson Prentice Hall
6-22
Entry Strategy Alternatives
Exporting
Jordan Toothbrush
Licensing
Anheuser-Busch
Franchising
Holiday Inn
2008 Pearson Prentice Hall
6-23
Entry Strategy Alternatives
Contract manufacturing
Nike
Offshoring
Toyota in the US
Service sector outsourcing
GE, Accenture, Oracle, Conseco
2008 Pearson Prentice Hall
6-24
Entry Strategy Alternatives
Turnkey operations
Fiat
Management contracts
2008 Pearson Prentice Hall
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Entry Strategy Alternatives
International joint ventures
Mittal Steel of India and Arcelor of France
Wholly owned subsidiaries
Philip Morris and Jacob Suchard
2008 Pearson Prentice Hall
6-26
Comparative Management Focus:
Strategic Planning for the EU
In 2004 and 2007 the EU added 12 new
countries
The euro eliminates currency risk, but
cultures and tastes remain varied
UPS in Europe
2008 Pearson Prentice Hall
6-27
Comparative Management Focus:
Strategic Planning for the EU
Some believe the EU will adversely affect US
organizations by limiting access and/or
demanding reciprocal access to the US
Others feel the EU provides considerable
opportunity and many US companies are
well-established in Europe
2008 Pearson Prentice Hall
6-28
Comparative Management Focus:
Strategic Planning for the EU
Many companies use joint ventures to deal
with the EU strategic dilemma
Nonetheless, operating in Western Europe
can be cost prohibitive
2008 Pearson Prentice Hall
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Strategic Choice
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Strategic Choice
2008 Pearson Prentice Hall
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Timing Entry and Scheduling
Expansions
China and Japan have longer-term time
horizons than the US
High uncertainty avoidance cultures (e.g.,
Latin American, African countries) prefer non-
equity modes of entry
2008 Pearson Prentice Hall
6-32
Timing Entry and Scheduling
Expansions
High power distance cultures (e.g., Arab
countries and Japan) tend to use more equity
modes of entry abroad