The 3 objects in international business the competitive advantage depends on?
Standartization vs. Differenziation
Standartization:
Pressure for integration and cost reduction
Differentiation:
Pressure for local responsiveness (Ansprechbarkeit)
When are
pressure for global integration and cost reduction are the greatest?
Pressure for local responsiveness arise from?
Global Industries
vs.
Multidomestic
Industries
Global Industries:
Multidomestic Industries:
The four archetypes of international strategy:
International Strategy
in Detail
(low cost pressure / low local responsiveness)
» Treatment of foreign markets
- Take products produced for the domestic market and sell them internationally with only minimal local customization.
» Traditional MNC Cultural Orientation
» Value Chain
» Rationale
Localization Strategy
in Detail
(high responsiveness / low cost pressure)
» Treatment of foreign markets
- Increase profitability by customizing goods or services so that they match tastes and conditions in local markets (world as a grid of national markets).
» Traditional MNC Cultural Orientation
» Value Chain
marketing), decentralized and with authority to adapt to local market conditions.
» Rationale
Global Standartization
Strategy in Detail
(High cost pressure / low local responsiveness)
» Treatment of foreign markets
(“Why not make the same thing, the same way, everywhere?”)
» Value Chain
» Rationale
Transnational Strategy
in Detail
(High Responsiveness / High cost pressure)
» Treatment of foreign markets
- Coordination approach: World is seen as a portfolio of regionally integrated markets, standardization-localization mix differs from region to region.
» Traditional MNC Cultural Orientation
» Value Chain (Example)
What are the problems with the
International Strategy and Localization Strategy
» An international (home replication) strategy may not be viable in the long term
- To survive, firms may need to shift to a global standardization strategy or a transnational strategy in advance of competitors
» Localization may give a firm a competitive edge, but if the firm is simultaneously facing aggressive competitors, the company will also have to reduce its cost structure
Internatinal Division
(Organigram aufzeichnen)
Geographic Area Structure
other Name: Global Area Division
(Organigram aufzeichnen)
Worldwide Functional Structure
other Name: Global Functional Divison
(Organigram aufzeichnen)
Global Product Strukture
other Name: Global Product Divison
(Organigram aufzeichen)
International Division
Suitable if?
Global Area Divison
Suitable if?
Global Functional Divisions
Suitable if?
− Integration and cost pressures are high
− pressures for local responsiveness are comparatively low
− Organization by functional activities (production,
marketing)
Global Product Divisions
Suitable if?
other Name: worldwide product structure
− Integration and cost pressures are high
− pressures for local responsiveness are
comparatively low
− Organization by major product line
Bullwhip effect causes (6)
Free Return Policies: they order much and then cancel
Lack of communication (beetween supply chain partners)
False Demand Information (w/o involvment of customer requirement)
Special discounts (order in great quantities)
Not place order to supplier in real time
Disorganisation (each supply chain link (glied))
SCM:
Snowball Effect
•
Common issue in businesses
•
Starts from the upstream side of the supply chain (suppliers)
•
Variability of supply quantities delays increase moving downstream
=> delay in delivery to retailers/ customers
Global Sourcing:
Captive Sourcing v. contract manufacturing
captive sourcing: (firmeneigen)
sourcing from company owned production facilities
contract manufacturing:(fremd)
contract with an independent supplier (defined specifications)
Global sourcing
Procurement of products and services , from suppliers or
company owned subsidiaries , located abroad , for consumption
in the home country or a third country
–> captive sourcing or contract manufacturing
Value Chain
v
Supply Chain
Value Chain: Activites that add value to the product
–> value addition
Supply Chain: All activities involved in the procurement, logistics etc.
–> conveyance