國際企業(yè)的戰(zhàn)略管理-展示頁
2025-03-06 10:41本頁面
【正文】 oducts, resources, people, and information Transnational Mentality Complex process of coordination and cooperation in an environment of shared decision making HK Mexico 密集型成長 : 市場滲透 . 市場開發(fā) ,產(chǎn)品開發(fā) 一體化成長 : 前一體化 , 后一體化 , 水平一體化 多樣化成長 : 同心多樣化 , 水平多樣化 , 綜合多樣化 國際競爭戰(zhàn)略 Porter’s petitive strategy: National level: Diamond (4 factors) Industry level: 5 Forces Corporate level: Value Chain (價值鏈 ) 國際競爭戰(zhàn)略 Firm as a chain of discrete value creating activities Primary (基本活動 ) ? upstream activities: R D, manufacturing ? downstream activities: marketing, sales, after sales service Support (支持活動 ) ? infrastructure (general and administrative) ? human resources ? research and development Inbound logistics Services Marketing Sales outbound logistics operations Firm Infrastructure HR Management Technology Development Procurement Margin Cooperative agreements among petitors from different countries Range from formal joint ventures (FujiXerox) to particular task (such as developing a new product) 優(yōu)缺點 Advantages Facilitate entry into a foreign country (MotorolaToshiba, 1980s) Allow sharing of fixed costs of new products/processes (Boeing and its suppliers) Bring together plementary skills and assets that can not easily be developed independently (ThomsonJVC) Help establish industry standards in technology (PhilipsMatsushita) Reduce operating costs, ., shared training, purchasing, procurement, etc. (KLMCZ) 優(yōu)缺點 Disadvantages Give petitors new technology / markets at low cost Disproportional benefit accrual to partners 合作伙伴 A suitable partner Helps achieve strategic goals。 brings needed, valuable capabilities Shares the firm’s vision for the alliance’s purpose Is not likely to exploit the alliance to its own end
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