【正文】 ndustries, there are markets for both more global and least global, but more global players still perform best Source: Mason, P and Moore, K. The impact of globalization on pany performance: an analysis of the AutoComponents, Chemicals, Pharmaceuticals Food Industries. Templeton/Citibank study,. Global panies are more successful 11 Globalisation involves plex and sometimes seemingly contradictory challenges : Visibility Competing with other global panies... Trying to maintain global control... Mindset Instilling a global anization culture ... Promoting technical skills required for globalization... Capability Trying to be globally efficient Centralizing certain value chain activities... Standardisation of product/service... Utilising personnel on a worldwide basis ... Leveraging opportunities in new markets... Developing people to consider global issues... ...while maintaining a partnership to share certain resources ...while containing new costs/risks ...while allowing for the subsidiary contribution ...while ensuring that the local relationships are not ignored ...while being aware of national cultures ...while ensuring that soft cultural sensitivity skills are developed ...while being locally responsive ...while decentralizing others ...while reflecting unique sociocultural issues ...while considering the limitations of national regulations Challenges of Globalisation 12 Globalisation : IT implications Multilocal Global Information Applications Infrastructure Organisation Governance ? Locally held, inpatible ? Diverse range of transaction processing systems ? Managed at a country level ? All roles exist in all business units ? Local autonomy funded by Business Unit profitability ? Consistent data standards at appropriate levels ? Some knowledgesharing, centres of excellence, business templates ? Some regional/ global systems enabling regional/ global processes ? Standards based infrastructure designed globally, implemented supported locally ? Some global/ regional teams, more virtual teams, knowledgesharing works ? Some global/ regional funding/ decisionmaking depending on where benefits realised 13 Growth through Acquisition Time The Accelerated Transition prolonged Value Creation in the transition period Completion Shareholder value gap } Four key factors contribute to postacquisition success... … of which the most important is speed Merger Success Prioritisation 76% cited clarity of purpose Speed 76% cited speed of implementing integration plans Culture 59% cited good cultural fit Cooperation 47% cited a high degree of partner cooperation 14 Mergers Acquisitions IT in the Integration Process PreAcquisition PostAcquisition Transition Strategy Planning Gaining Control Creating Synergy Minimising the dip ? Understand rationale ? Integration approach planning ? Comparison to XXXXXXXXX architectures and identify key integration challenges ? Prepare “Day 1” systems ? Install “Day 1” systems eg. ? ? phones/directories ? financial reporting ? Meet the IT team ? Review major IT projects/contracts ? Create program office Harmonising the Business Creating Synergy ? Detailed assessment of systems environment ? Identify quick wins ? Eliminate duplication of effort ? Consolidate anisation and contracts where possible Minimising the “Dip” ? Deliver tactical solutions to support business integration ? Plot convergence path to XXXXXXXXX “Roadmap” 48 weeks 69 months 1218 months Timescales 15 Customer Trends ? Retailers are going global ... Ahold Poland, Spain, USA, Argentina, Czech Republic, China, Thailand, Malaysia, Singapore, Indonesia Puerto Rico, Canada, China, Mexico, Brazil, Germany, United Kingdom, Argentina and South Korea Irish Republic, France, Hungary, Poland, the Czech Republic and Slovakia Merger with Promodes, Spain, Portugal, Turkey, Italy, Poland, Czech Republic, Taiwan, Malaysia, China, Thailand, Korea, Hong Kong, Singapore, Indonesia, Brazil, Argentina, Mexico, Colombia, Chile (Planned: Greece, Slovakia, Hungary, Switzerland) 16 Customer Trends IT implications 1. Information Overview Procurement Production Logistics Manufacturer Distribution Store Retailer 2. Value Chain Integration 3. Supply Chain Alignment 17 Drinks Sector ? With mature Western markets, the developing economies are being the petitive battleground for many global beverage panies (eg. Hungary) ? IT Investments in Customer Relationship Management and Data Warehousing are being used to gain petitive edge in terms of – consumer insight – customer relationships – petitor intelligence 18 Opportunity management Track opportunity through sales cycle, pipeline analysis. Account and contact management Contact management, major / key account management, visit reports,..... Sales profit analysis Sales process tracking, account profitability, territory profitability, customer product segmentation and analysis Marketing encyclopaedia Product literature, price lists, CBT, market research analysis, education Electronic mail and administrative tools EMail, Web, expense sheets, templates, diary... Campaign and promotion management Promotion management, campaign analysis and reporting, planning, segmentation, list generation, takeup Forecasting Track and forecast revenue by opportunity, product unit volumes, customer and by sales person Quote order generation Develop, verify, submit, and revise quotes。Broadbent Weill 1998 adapted from: P. Weill M