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Narrowing of demand characteristics Escalating costs of R&D Cost reduction pressures and economies of scale Government industrial policies Reduction of factor costs (e.g. labour, capital..) Rise of new distribution channels Reduction of transportation, communication and storage costs Internet access Reduction of tariff world wide
Sematech (semiconductors)
Steel, Computers, Autos, Artificial Intelligence, Advanced Materials Aerospace Semiconductors, Aerospace, Automobiles, Advanced Lasers, Optics, Defense
Europe
Communication costs More global long distance carriers Massive proliferation of fiber optic cable lines Internet access everywhere
Storage costs Refrigeration Just-in-time inventory Reduction of perishability Supply chain management Virtual production/design
Global Strategy:
A strategy that seeks to achieve a high level of consistency and standardization of products, processes, and operations around the world; coordination of the firms many subsidiaries to achieve high interdependence and mutual support.
Multi domestic Strategy: A strategy that seeks to adjust a firms products, processes, and operations for markets and regions around the world; allows subsidiaries to tailor their products, marketing, and other activities according to the needs of their specific markets.
HQ
System wide approach to competing worldwide Mutually interdependent subsidiaries Centralized control and reporting of activities Facilitates cross-subsidization policies across markets
Standardized products
Global economies of scale in key components and activities Leverage technology across many markets Global coordination of marketing and sales system wide Cross-subsidization policies to respond to competitive moves by other global strategy firms
Cross-subsidization:
Using financial, technological, and marketing resources from one market to fight a competitor in another; involves extensive use of thrust tactics to gain new market positions.
HQ
Competitive advantage built in each separate national or regional market Markets and subunits treated independently from one another Control of activities are decentralized, reporting back to headquarters
Intangible assets: Resources based on skills or other hard-to-imitate assets that are not physical in form; examples include brand equity, fast product development, management techniques, proprietary means of developing knowledge, innovation, and so forth.
Accountability