國際商務策略競爭分析英文

Competitivestrategies:

Globalvs.local?ProfessorDanielF.Spulber1Globalcompetitivestrategies

TheG5 Platformstrategy NetworkStrategy Intermediarystrategy Entrepreneurstrategy Investmentstrategy2Home,supplier,partner,andcustomercountriesofcompetitors–differencesassourcesofcompetitiveadvantageDifferencesinglobalvalueconnectionDifferencesinproducts,brand,technologyDifferencesinimpactsofpolitical,legalandregulatoryclimate–tradeagreements,homecountrypoliciesDesignglobalcompetitivestrategiesforcompetitiveadvantageGlobalcompetitivestrategies3GlobalcompetitivestrategiesCompetitiveadvantagemustberelativetobothglobalandlocalcompetitors:UnileverinUS:Breyers,BenandJerry’s,GoodHumor,Klondike,PopsicleNestléinUS:DreyersThegreaticecreambattle4GujaratCooperativeMilkMarketingFederation(GCMMF):India'slargestfoodproductsmarketingorganization.TwomillionfarmersinthecooperativeSlogan:“AtasteofIndia”PRICE:10rupees(20cents):100milliliterAmulicecreamversus 80milliliterHindustanLeverKwalityWallvanillaicecreamADVERTISINGCOSTS:Amul:1%ofsalesversus HindustanLever:10-15%ofsalesonadvertisingUNILEVERinIndia–KwalityWallHindustanLeverfacessuccessfullocalcompetitor5Umbrellabrands:

Nestléproductsinthesuper-market.

Someproductscarrybothglobalbrandandlocalbrand.6GlobalplatformstrategyTheglobalchallenge Globalmarketsize:standardization Localdifferentiation:customizationStrategy:Determinebestcombinationofglobalandlocalactivitiesforcompetitiveadvantage7Forcescallingforglobalproducts(standardization):ConvergenceincustomerpreferencesandincomeacrosstargetcountrieswitheconomicdevelopmentandtradeCompetitionfromsuccessfulglobalproductsInternationalbrandawarenessCostbenefitsfromstandardizationFallingcostsoftradewithgreaterglobalizationGlobalplatformstrategy8Forcescallingforlocalproducts(customization):DifferencesincustomerpreferencesandincomeacrosstargetcountriesBuildlocalbrandrecognitionCompetitionfromsuccessfuldomesticproductsRegulatoryrequirements(quality,safety,technicalspecifications,domesticcontent)--EUproductstandardsHighcostsoftradecreateseparatemarketsGlobalplatformstrategy9GlobalplatformstrategyReducesdevelopmentandproductioncosts

Usedinautomobiles,mobilephones,computers,aircraftExample:Costperproduct(developmentandmfg):$80Costofbasicplatformdevelopment:$100Costofeachvariation(developmentandproduction):$50Useplatformwhenservingfourormorecustomercountrymarkets:Comparecostsofservingfourmarkets:Distinctproducts:4x$80=$320Platformand4variations$100+4x$50=$300***10Businesssells10unitseachinCountryAandinCountryFUnitcosts–economiesofscale

Twolocalproductsat10unitseach $30/unit Globalproductat20units $20/unitPricecompanycanchargeperunit:

Globalproduct:

$80/unitineachcountry

Twolocalproducts:$95/unitineachcountry

Globalversusregionalproduct: Tailoringbrings$5moreearningsperunit Profitgreaterby$100Improvetradeoffwithplatformsandflexiblefactoriestorealizeeconomiesofscope(masscustomization)Globalplatformstrategy

Productvarietyversuseconomiesofscale11GlobalplatformstrategyInternationalbusinessmanagersmakedecisionsaboutwhatshouldbeglobalversuslocal:ProductsTechnologyandinputsManufacturingBrandsMarketingDistributionExample:Wal-MartmustcompetewithbothinternationalplayerssuchasCarrefourandlocalretailers12Globalplatformstrategy

Localbrandpositioningofa

globalbrandandglobalproductCoronasellsthesamebeer,producedin8plantsinMexico,allovertheworldAdvertisingadaptstotargetcountries:beginsasaworkingclassbeerinMexico,becomesahighqualityimportinmostothercountries.MarketingadaptstolocalmarketsCoronacoordinatesinternationallythroughitssubsidiaries13GlobalplatformstrategyMostproductsarelocalandnotbranded.Forexample:infoodsectorNestleestimatesthatonly1%ofallgoodsinfoodmarketsarebrandedIncreasingnumberofinternationalbrands,Corona,Nestlé,SonyIncreasingbrandvariations:BMW3-series(1990s): Morethan1millionvarietiescanbeorderedLocaldistributionandmarketing Example:McDonald’s,Coca-Cola:Globalbrand,somelocalproducttailoring,relianceonlocaldistributionLocaltechnology,production,customerservice Acercomputercompany14GlobalnetworkstrategyCreatenetworkofcustomers,suppliers,partnersUsenetworktoachieveglobalsizeandreachUsenetworktoprovidelocalcustomizationNetworkrelationshipsgeneratecompetitiveadvantage15Theinternationalbusinesscontributesvaluebycreatinganinternationalnetwork:RecallLi&FungNetworkscanconsistofinformalbusinessrelationshipsormoreformalcontractualrelationshipsNetworksfacilitatecoordinationofsourcingandservingNetworkreplacesn?mlinkswithm+nlinks(hubandspokenetwork)BuyersSellers12links7linksGlobalnetworkstrategy16GlobalnetworkstrategyPhysicalnetworks:Communications:WiredandmobiletelephonesystemsInternetTransportation:Railroads,Airlines,Shipping,IntermodalsystemsEnergy:Oilandnaturalgaspipelines,ElectricpowertransmissionanddistributionLogistics:Postalsystems,WholesaleandretaildistributionBusinessnetworks: Manufacturing,services,distribution,technology,socialnetworks(trustandinformationsharing)17Globalnetworkstrategy:

TheglobalfactoryHongKongmanufacturersownorcontractwithmorethan40,000factoriesinSouthChinaemployingfourmillionworkersTotakeadvantageofspecializedsourcesindifferentcountries-bestqualityTotakeadvantageofcostvariationsacrosscountries-leastcostsourcesTotakeadvantageoflocation-minimizetransport-costs,transactioncosts,andtariffs18Examples:DairyFarm,Shell,ZaraGrowth:accesstoadditionalcustomersDevelopglobalbrandsCoordinationeconomiesfromcentralizedregionalwarehousesandproductionfacilitiesProvideaccesstosourcingnetwork–EnhancesvalueofsuppliercontactsbyexpansionofdistributionLowertransactioncostsforsupplierswhodealwithfewerdistributorsLowerriskfrompoolingdemandfluctuationsGlobalnetworkstrategy:

Theglobalstore19GlobalnetworkstrategyNetworkeffects:NumberofmemberscanaffectthevalueofmostofexistinglinksArchitecture:Structureofthenetworkaffectscostsandperformance(hub-and-spokeversuspoint-to-point)CompaniesshouldcapturethevaluecreatedbytheirnetworkorganizingactivitiesNetworksaremechanismsfordeliveringallkindsofservices,suchasentertainmentandinformation,ratherthanphysicalproducts.“Accessisbecomingapotentconceptualtoolforrethinkingourworldviewaswellasoureconomicview,makingitthesinglemostpowerfulmetaphorofthecomingage.”JeremyRivkin

TheAgeofAccess

20Globalnetworkstrategy

PartnernetworksAchieveglobalscaleMembersfocusontheirregionReducecompetitionbyavoidingduplicationoffacilitiesandoperationsAvoidgovernmentrestrictionsonownership

andmarketdominanceTechnologystandardsettingComplementsinproductionComplementsindemand(gameplayersandgames)21Globalnetworkstrategy

Partnernetworks:Globalreach

BritishAirways/AmericanAirlinesProvide60%ofalltransatlanticservices"AlliancethatRevolvesAroundYou"ONEWORLDmembers:Iberia,CathayPacific,Quantas,Finnair,AerLingus,LanAirlines(Chile)Theairlinescooperateonschedulingandticketing,frequentflyerprograms,airportclubs,baggagehandling,customerserviceCompetitiveresponsetotheSTARALLIANCEfromUnited,Lufthansa,SAS,AirCanadaandThaiAirways(210,000Employees,flightsto578citiesin106countries)600destinationsin135countriesaroundtheworld,operatingover8000flightsdaily,230millionpassengers/year22Globalnetworkstrategy

Partnernetworks:TechnologystandardsMobilephoneoperatingsystem:Owners23Globalnetworkstrategy

Partnernetworks:TechnologystandardsMobilephoneoperatingsystem:Licensees24Globalnetworkstrategy

Partnernetworks:TechnologystandardsSoftwarelicensingcompanyOpen-standardoperatingsystemFirstopenSymbianOSphone(in2001):Nokia9210CommunicatorAbout85%marketshareStandard-settingnetwork25Globalnetworkstrategy

FranchisenetworksAdvantagesRapidinternationalgrowthLocalownershipLocalmanagementLowercapitaloutlaysDisadvantagesSearchcostoffindingfranchiseownersoverseasCostsofmonitoringperformanceacrossbordersTransactioncostsofformingfranchisecontractsinothercountryremains26MatchmakerBringsbuyersandsellerstogetheracrossinternationalbordersMarketmakerCreatesandoperatesmarketsthatcrossinternationalbordersAgent ProviderepresentationinothercountriesGlobalintermediarystrategy27Globalintermediarystrategy

MatchmakerBridgeinternationaldifferencesingoodsandservices,businesspractices,lawandregulations,currencies,languages,timezonesProvidevalue-addedactivitiesRepresentativeagentsinsales,distribution,purchasing,financing,contracting,andsupplychainmanagersMatchofferstobuyerandsellerneeds:productfeatures,location,time.AvoidscostsofsearchforbuyersandsellersReducesbuyerandsellerrisksfromdealingwithfewtradingpartners,28Globalintermediarystrategy

MatchmakerLanguage:SellerspeaksChinese,buyerspeaksSpanish,intermediaryspeaksbothCurrency:Sellerwantspesos,buyerhasdollars,intermediarychangesdollarstopesosDistance:SellerisinThailand,buyerisinBrazil,intermediaryarrangestransportationTrust:BuyerandsellerbothtrusttheintermediarywithouthavingdealtdirectlywitheachotherTime:SellerisinJapan,buyerisinMexico,intermediaryoperatesinbothtimezonesKnowledge:SellerinGermanyknowsproductiontechnology,buyerinUSknowspreferencesofUScustomers,intermediarycombinesknowledgeofsupplyanddemandacrossbordersCulture:Sellerandbuyerareindifferentcountries,intermediaryadaptsproducts,services,contracttermsandnegotiationtodiversesocialcustoms29Mitsui

“Ourfirstcorecompetenceisfacilitatinginternationaltradewithinnovativeservicestailoredtoclientneeds”30Mitsui

“Oursecondcorecompetenceisworkingwithourglobalclienteletocreatenewtradeflowsandnewbusiness”31Mitsui“Distributorofgoodsandservices;Transferagentfortechnology;Financier,Investor;Projectorganizer;Marketdeveloper;Resourcedeveloper;Well-informedconsultantandbusinesspartner.”Mitsui32Mitsuiisintop15ofFortuneGlobal500http://www.mitsui.co.jp/tkabz/english/corp/index.htm33Globalintermediarystrategy

BeatingbypasscompetitionTrade

CountryHTransactioncostTServe

CountryASource

CountryBBypasscompetitionTransactioncostT*TransactionstrategyoffersinnovativetransactionsYourcostsoftradeTmustbelessthancompetitorcostsoftradeT*Example:Li&Fung34

GlobalintermediarystrategyMarketmaker

Cemex

MittalCargillBPAmocoeBayTheglobalmarketmakeraggregatesdemandacrosscountriesandaggregatessupplyacrosscountries35

IngramMicro:theleadinginternational wholesaleroftechnologyproductsandservicesWholesales280,000computerhardwareandsoftwareproducts–thinkofnumberofprices!SourcesinUSandmanyothercountriesfrom1,700manufacturersServes175,000resellersinmorethan100countriesServesthroughoperationsandaffiliatesin35countriesEstablishesprices,coordinatessalesandpurchases,clearsthemarket,allocatesproductsGlobalintermediarystrategyMarketmaker36Globalintermediarystrategy

MarketmakerCreatesandoperatesinternationalmarketsChoosesprices,conveysinformationAdjustssourcingandservingtoclearmarkets–avoidsefficiencylossesfrommarketimbalancesProvidesimmediacy:readytobuyandsellAllocatesgoodsandservicesacrosscountriesGathersandaggregatesinformationaboutcustomersandsuppliersonaninternationallevel,inventories,orders,andproductionAppliesITtointernationalcoordinationEarnsreturnsfrominternationalriskpooling37Globalintermediarystrategy

AgentsExportMarketingCompany(EMC)representssellers,canbebrokerordealer,bearsrisks,arrangesresale,transportation,creditExportTradingCompany(ETC)representsbuyers,handlesimports,usuallytakestitletogoodsActasinternationalagent:provideexpertiseinnegotiation,marketknowledgeProvidetrusttobuyersandsellersAllowsprincipaltodelegateauthorityfordistanttransactionsProvidesmarketexpertise,oftentosmallerfirms38Globalintermediarystrategy

MoreagentsPiggybackarrangements:e.g.SonydistributesinJapanforWhirlpool;GETradingCo.distributesforotherUSmanufacturersinAfricaandLatinAmericaGeneralTradingCompanies:InJapan,thereareSogoShosha(largescale)andSenmonShosha(smallerscale)tradingcompanies.SimilarcompaniesexistinEurope,SouthKorea,Taiwan,SingaporeandHongKongGovernmentProcurementAgencies,e.g.ChinaCentralTradeOfficesDis