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The process by which a firms managers evaluate the future prospects of the firm and decide on appropriate strategies to achieve long-term objectives is called strategic planning. The basic means by which the company competes its choice of business or businesses in which to operate and the ways in which it differentiates itself from its competitors is its strategy.
Strategic Management: the process of determining an organizations basic mission and long-term objectives, then implementing a plan of action for pursuing the mission and attaining objectives Growing need for strategic management related to increasingly diversified operations in continuously changing international environment
Administrative Coordination
Political Imperative
Quality Imperative
Focusing on economic imperative Addressing the political imperative Emphasizing the quality imperative Implementing an administrative strategy
Economic Imperative
Strategy based on cost leadership, differentiation, and segmentation Product mix
Value added in the upstream activities of the industrys value chain generic good (not name brand or support service dependent)
Political Imperative
Strategy country- responsive and designed to protect local market niches Success of the product or service depends heavily on marketing, sales or service
Customer or client-focused
Quality Imperative
Change in attitudes to raise expectation for service quality Implementation of practices to make quality improvement an ongoing process
Administrative Coordination
Decision making based on the merits of the individual situation rather than a predetermined economic or political strategy
Coordination of global supply chains Localized marketing of products and services
Least common approach given the pressures on MNCs to coordinate strategy both regionally and globally
Global Strategy
Pressures for global integration
universal needs - consumer tastes in different countries are similar with regard to certain types of products create strong pressures for a global strategy pressures to reduce costs - impetus for global integration of manufacturing key international competitors located where factor costs are low global strategic coordination - response to global competitive threats centralize decisions regarding the competitive strategies of foreign subsidiaries
differences in traditional practices among countries differences in distribution channels and sales practices among countries economic and political demands imposed by the host government
High
Global Views the world as a single market. Operations are controlled centrally from the corporate office.
Transnational Specialized facilities permit local responsiveness. Complex coordination mechanisms provide global integration.
Low
Strategic management
INTENT
Vision Mission Goals Objectives
STRATEGY FORMULATION
Environmental Appraisal Organizational Appraisal
STRATEGIC EVALUATION
Set performance standards Measure performance Analyze variance
Functional
STRATEGIC CONTROL
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IMPLEMENTATION
Adapted from Figure 82: Basic Elements of Strategic Planning for International Management
Environmental Scanning
Provide management with accurate
forecasts of trends that relate to external changes in geographic areas where the firm is currently doing business or considering setting up operations These changes relate to the economy, competition, political stability, technology, and demographic consumer data
PEST Analysis
Economic
Economic growth Interest rates & monetary policies
Socio-cultural
Income distribution Demographics, Population growth rates, Age distribution
Technological
Government research spending Industry focus on technological effort
Government spending
Unemployment policy Taxation
Economic Influences
Constant demand for food and beverages Changes in disposable income could influence purchase levels
Social Influences
Consumer preferences could shift from coffee to other beverages
Technological Influences
Use of technology can improve operational efficiencies
Structures the environmental appraisal by identifying the threats and opportunities Sub-divides the environmental factors and assess its impact on the organization
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COMPETITOR ANALYSIS
international market opportunities Match external opportunities (environmental scan) with internal capabilities (internal resource analysis)
Key question: Do we have the people and
resources that can help us to develop and sustain, or can we acquire them?
steps However, more specific goals come out of external scanning and internal analysis
Typically serve as an umbrella for subsidiaries
and international operations Profitability and marketing goals almost always dominate Once set, the MNC will develop specific operational goals and controls for the subsidiary or affiliate level
Marketing
country-by-country basis built around well-known 4 Ps (product, price, promotion, place)
SPECIALIZED STRATEGIES
1. First-Mover Strategies
2. Bottom of the Pyramid Strategies 3. Born-Global Strategies
First-Mover Strategies
Useful in rapidly changing markets
Market opening in developing economies Market reforms in transition economies Privatization of state-operated enterprises
International Entrepreneurship
Defined as a combination of innovative proactive, and risk-seeking behavior that crosses national borders and is intended to create value in organizations
Managers need to anticipate the future evolution of the firm and global markets