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【正文】 International Strategy Michael A. Hitt R. Duane Ireland Robert E. Hoskisson Chapter 8 1 169。2023 Southwestern Publishing Company Strategy Implementation Chapter 11 Organizational Structure and Controls Chapter 10 Corporate Governance Chapter 12 Strategic Leadership Strategy Formulation Strategic Competitiveness AboveAverage Returns Strategic Intent Strategic Mission Chapter 2 The External Environment Chapter 3 The Internal Environment The Strategic Management Process Feedback Strategic Inputs Strategic Actions Chapter 13 Strategic Entrepreneurship Strategic Outcomes Chapter 6 Corporate Level Strategy Chapter 5 Competitive Rivalry and Competitive Dynamics Chapter 8 International Strategy Chapter 4 BusinessLevel Strategy Chapter 7 Acquisition and Restructuring Strategies 2 Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary International businesslevel strategy Multidomestic strategy Global strategy Transnational strategy Opportunities and Outes of International Strategy Increased market size Return on investment Economies of scale and learning Advantage in location Identify International Opportunities Explore Resources and Capabilities Use Core Competence International Strategies Modes of Entry 3 Better performance Innovation Opportunities and Outes of International Strategy: Continued Exporting Licensing Strategic alliances Acquisitions Establishment of a new subsidiary Use Core Competence Modes of Entry Management problems and risk Management problems and risk Strategic Competitiveness Outes 4 International Strategy Life Cycle Production Bees Standardized and is Relocated to Low Cost Countries Product Demand Develops and Firm Exports Products Firm Introduces Innovation in Domestic Market Foreign Competition Begins Production Firm Begins Production Abroad Selling Products or Services Outside a Firm’s Domestic Market 5 Motivations for International Expansion ? Increase Market Share – domestic market may lack the size to support
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