8/13/2019 DNI _09 2013
1/36
Agenda
1Facultad de Negocios, UPCCarrera de Administracin y Negocios Internacionales
Revisin del examen parcial
La estrategia internacional desde dentro
Conclusiones
Semana 9
Logro El alumno explica las diferentes
posturas y estrategias que puedeadoptar la multinacional en el
mercado o mercados
internacionales seleccionados.
8/13/2019 DNI _09 2013
2/36
Nuestro Mapa de Direccin
2Facultad de Negocios, UPCCarrera de Administracin y Marketing
Globalizacin vs Internacionalizacin The World is Flat
El Entorno Global
Estrategias de Internacionalizacin
Factores para el comercio y la inversin, Las
Multinacionales.
Planeamiento yEstrategias de
Internacionalizacin
Joint ventures, Alianzas Estratgicas, IED
Plan de Marketing Internacional
Entry Modes + EstrategiaMarketing Internacional
Organizacin de la Multinacional, Produccin ,Logstica, RRHH, Tecnologa de la Informacin
Organizacin y Control deOperaciones Empresa
Internacional
8/13/2019 DNI _09 2013
3/36
Bien, hasta ahora el CEO evalu
el entorno global, tiene claroque mercados atender y cual ocuales son los modos de
entrada a este.
que ms debe hacer?
3Facultad de Negocios, UPCCarrera de Administracin y Negocios Internacionales
8/13/2019 DNI _09 2013
4/36
La estrategia internacionaldesde dentro
4Facultad de Negocios, UPCCarrera de Administracin y Negocios Internacionales
8/13/2019 DNI _09 2013
5/36
Strategy refers to a plan of actions designedto achieve a particular goal or objective
Strategy
5
8/13/2019 DNI _09 2013
6/36
Internationalization Strategies (1)
There are two well-known market entry strategies. The Waterfall
Strategy where each market will be entered step by step and theSprinkler Strategy where a company enters all suitable markets at
the same time.
6
8/13/2019 DNI _09 2013
7/36
Advantages
Waterfall Strategy Sprinkler Strategy
Lower cost of resources
Exploitation of (short) product life
cycles for success or product
generations and high development
costs
Lower risk
Creation of market barriers for
competitors (e.g. image advantage,
exchange costs)
Smooth revenues (product lifecycles)
Exploitation of economies of scaleCoordination of
interdependencies
between country markets
Internationalization Strategies (2)
Source: Backhaus/Bschken/Voeth (2003): Internationales Marketing, Stuttgart
7
8/13/2019 DNI _09 2013
8/36
The Value Chain (1)
A Value Chain is a string ofcompanies or strategic
players working together
within a process in order
to satisfy market demand
for a particular product
with the constant concern
for improving said process
8
8/13/2019 DNI _09 2013
9/36
The Value Chain (2)
Supportactivities
Primary activities
PORTERSs MODEL
9
8/13/2019 DNI _09 2013
10/36
Primary Activities
Inbound activities to receive store and distributeinputs to the product: material handling, inventorycontrol, warehousing and contact with suppliers.
Outbound activities to store and distributethe product to customers:warehousing, order processing and vehicle scheduling.
Activities associated with providing a means bywhich buyers can purchase the product: advertising,selling, pricing, merchandising and promotion.
Production activities to create the product: machining,packaging, printing and testing.
Operations
Outbound logistics
Activities for providing service or maintainingproduct value including installation and training.
Marketing and Sales
Inbound logistics
Service
10
8/13/2019 DNI _09 2013
11/36
Supporting Activities
Support of entire value chain
General management, planning, financing,accounting, legal services, government affairs,
and Quality Management
Corporate infrastructure:Management and Administrative
services
Human resources management
Technology Development
Procurement
Recruiting, recruiting, training,and staff development
Improving product and manufacturingprocess: Not just machines and processes but alsoexpertise, procedures and systems.
Purchasing input
11
8/13/2019 DNI _09 2013
12/36
SUPPLIER
VALUE
CHAINS
FIRM
VALUE
CHAIN
DISTRIBUTOR
VALUE
CHAINS
BUYER
VALUE
CHAINS
PORTERS VALUE SYSTEM
The DISTRIBUTORs inbound logistics is the firms outbound logistics
In the value system SUPPLIER, FIRM,
DISTRIBUTOR, and BUYER value chains overlap
The SUPPLIERS outbound logistics is the firms inbound logistics
12
8/13/2019 DNI _09 2013
13/36
8/13/2019 DNI _09 2013
14/36
Valorization
of Initiative
Profitability
Rate of profit
increase
Cost reduction
Increase value while
reducing prices
Sale more on current
markets
Enter new markets
Value determining factors
UPC - Administracin y Negocios Internacionales
Academic Semester 2010/1 - International Business ManagementProfessor : Daniel NABONNE
14
8/13/2019 DNI _09 2013
15/36
Complex Relation
What do you have to take into consideration
when making decisions about pricing
Think out of the Box
We are hit by the competition with a similar
product to ours but at 50 % less in price
Lowering the Price is the unique answer?
Protect value?
San Luis vs. Cielo Case
Profitability vs. Utility
15
8/13/2019 DNI _09 2013
16/36
Added Value created by a Company
Difference between the Cost of Production
& and the value perceived by the consumer
or the user
Discussion in pairs
Name companies where the perceived
value comes from:
1. Always the best prices
2. A reliable logistic partner
3. An efficient customer service
4. The only ones in the market
Part 2
How to offer an expected value
which combines the 4 elements?
Value Added Creation
16
8/13/2019 DNI _09 2013
17/36
Globalization drivers - Assess dual pressures
Global efficiency = Standardization
National/local responsiveness = Adaptation
Location/configuration of value-creatingactivities
Integration/Coordination of value-creating
activities
Strategy of Entry
International Strategy
17
8/13/2019 DNI _09 2013
18/36
Coca-Cola inChinese: bite the
wax tadpole
Coca-Cola 30 literbottle?
U.S. carmakers
left-hand drivecars
Forced Standardization
18
8/13/2019 DNI _09 2013
19/36
EFFECTIVE STANDARDIZATION
Coca-Colastransnational polar bears
McDonalds
Big Mac
19
8/13/2019 DNI _09 2013
20/36
8/13/2019 DNI _09 2013
21/36
McMutton pie in
Australia
Wendys shrimp
sandwich in Japan
Campbells non-
condensed soups in
the UK
Coca-Colas 175 ml.
containers in Japan
Cadillac Seville
F 1997 Asian edition
F Right-hand drive, shorterseats, closer pedals, 10
shorter, retractable mirrors
Effective Adaptation
21
8/13/2019 DNI _09 2013
22/36
Globalization Drivers
LowMultidomestic
HighGlobal
Market Drivers
Cost Drivers
Government Drivers Competitive Drivers
22
8/13/2019 DNI _09 2013
23/36
International Strategy (1)
Focusing on the Core Competences
in order to expand in the global
markets
The Core Competences are the specific
abilities of a Company which makes itdifferent from its competitors and are
difficult to copy or imitate
Competitive Advantage
Abilities
Experience
Capacities
Use
Its worth when there is
no local competitor with the
same competences
23
8/13/2019 DNI _09 2013
24/36
Justified when there is no local competition
with similar competences or competitiveadvantages
RISKS
1. Can we decide from an office in New York
upon a strategy for Peru and more specifically for Lima
2. How do we know about the local tastes, preferences
& consumiing habits?
Limited
Customization
24
International Strategy (2)
8/13/2019 DNI _09 2013
25/36
Allow that each entity in a
different country abroad have
some operational independence
Designing
25
Multidomestic Strategy (1)
Manufacturing
Marketing
8/13/2019 DNI _09 2013
26/36
Justified when there is pressurefrom the local market & there is no need
for economies of scale
26
Multidomestic Strategy (2)
8/13/2019 DNI _09 2013
27/36
Exerting pressure on the
organization to think about aworldwide market
The consumers may sacrifize some
of their preferences vs. an offer fora quality product
The globalization of markets
enables economiesof scale
Looking for worldwide consistence& standardization
27
Global Strategy (1)
Gl b l St t (2)
http://seminariosyconferencias.com/img/globales.JPG8/13/2019 DNI _09 2013
28/36
Justified when the Company focuses on operationalefficiency and when the high quality of the offered
products can balance the consumer preferences
for locally made products
28
Global Strategy (2)
T ti l St t (1)
8/13/2019 DNI _09 2013
29/36
Simultenously use the
economies of domestication
while emphasizing their core
competences and consider the
local preferences
In constant improvement on the basis of their local
experiences which they share with their operationalunits worldwide
29
Transnational Strategy (1)
F t M t ti l St t
8/13/2019 DNI _09 2013
30/36
A Company that builds a new kind of competitive
advantage by discovering, accesing, mobilizing, andleveraging knowledge from many locations around the
world
Source : Yves Dos. Global to Metanational: How companies win in the knowledge economy, 2001
1
2
3
Transfer of knowledge to its subsidiaries
Mobilization of the fragmented knowledge in order
to generate innovations which help producing,selling and integrating value at the global scale
Use the technology and recognize the emerging
trends from the market
Develop
Value Chains
with 3
Core Competences
30
Future: Metanational Strategy
F t C b
8/13/2019 DNI _09 2013
31/36
The national bordiers are not useful for segmenting the
markets, determining areas of operational influence oroptions for implementation.
Ready in order to react in real span time?
The Cyberspace determines the limits of he
Cybercorp
31
Future: Cybercorp
St t S l ti & I l t ti (1)
8/13/2019 DNI _09 2013
32/36
32
Strategy Selection & Implementation (1)
St t S l ti & I l t ti (2)
8/13/2019 DNI _09 2013
33/36
33
Strategy Selection & Implementation (2)
8/13/2019 DNI _09 2013
34/36
8/13/2019 DNI _09 2013
35/36
Debate: Puede la multinacional replicar su modelo de negocioen el mercado de destino??
35Facultad de Negocios, UPCCarrera de Administracin y Negocios Internacionales
Y el modelo de negocio de la multinacional?...se podr ajustar?
8/13/2019 DNI _09 2013
36/36
36Facultad de Negocios UPCd d l
Conclusiones
De qu factores depende la estrategia aseguir en el mercado destino?
Siempre se puede replicar la estrategia del
mercado local en el mercado dedestino?por qu?
Se puede replicar el mismo modelo denegocio?
Una vez definida la estrategia cul es elsiguiente paso?
Top Related