Escolar Documentos
Profissional Documentos
Cultura Documentos
International
Strategy
Strategic
Inputs
Chapter 2
External
Environment
Strategic Intent
Strategic Mission
Chapter 3
Internal
Environment
Strategy Implementation
Chapter 4
Business-Level
Strategy
Chapter 5
Competitive
Dynamics
Chapter 6
Corporate-Level
Strategy
Chapter 10
Corporate
Governance
Chapter 11
Structure
& Control
Chapter 7
Acquisitions &
Restructuring
Chapter 8
International
Strategy
Chapter 9
Cooperative
Strategies
Chapter 12
Strategic
Leadership
Chapter 13
Outcomes
Strategic
Strategic
Actions
Strategy Formulation
The Strategic
Management
Process
Feedback
Strategic
Competitiveness
Above Average
Returns
Entrepreneurship
& Innovation
Explore
Resources and
Capabilities
Use Core
Competence
International
Modes of
Entry
Strategies
Increased
Market Size
Return on
Investment
Economies of
Scale and
Learning
Location
Advantage
International
Business-Level
Strategy
Multidomestic
Strategy
Global
Strategy
Transnational
Strategy
Strategic
Competitiveness
Management
Outcomes
Problems
and Risk
Exporting
Higher
Performance
Returns
Exporting
Strategic
Alliances
Acquisition
Innovation
Establishment of
New Subsidiary
Management
Problems
and Risk
2
1
Product Demand
Develops and
Firm Exports
Products
Firm Introduces
Innovation in
Domestic Market
Production Becomes
Standardized and is
Relocated to Low Cost
Countries
Foreign
Competition
Begins Production
Firm Begins
Production Abroad
Return on Investment
Large investment projects may require global markets to justify
the capital outlays
Example: Aircraft manufacturers Boeing or Airbus
Weak patent protection in some countries implies that firms
should expand overseas rapidly in order to preempt imitators
Location Advantages
Low cost markets may aid in developing
competitive advantage
May achieve better access to:
- Raw materials
- Key customers
- Lower cost labor
- Energy
- Key suppliers
- Natural resources
Demand
Conditions
Explore
Resources and
Capabilities
Use Core
Competence
International
Modes of
Entry
Strategies
Increased
Market Size
Return on
Investment
Economies of
Scale and
Learning
Location
Advantage
International
Business-Level
Strategy
Multidomestic
Strategy
Global
Strategy
Transnational
Strategy
Strategic
Competitiveness
Management
Outcomes
Problems
and Risk
Exporting
Higher
Performance
Returns
Exporting
Strategic
Alliances
Acquisition
Innovation
Establishment of
New Subsidiary
Management
Problems
and Risk
International Differentiation
Countries with advanced or specialized factor
conditions most likely to use this strategy
Example: Japan, Germany, U.S.
Three
Corporate
Strategies
Multi-Domestic Strategy
Global Strategy
Transnational Strategy
Need for
Global
Integration
MultiDomestic
Low
Low
High
Global
Strategy
Need for
Global
Integration
MultiDomestic
Low
Low
High
Global
Strategy
Transnational
Need for
Global
Integration
MultiDomestic
Low
Low
High
Explore
Resources and
Capabilities
Use Core
Competence
International
Modes of
Entry
Strategies
Increased
Market Size
Return on
Investment
Economies of
Scale and
Learning
Location
Advantage
International
Business-Level
Strategy
Multidomestic
Strategy
Global
Strategy
Transnational
Strategy
Strategic
Competitiveness
Management
Outcomes
Problems
and Risk
Exporting
Higher
Performance
Returns
Exporting
Strategic
Alliances
Acquisition
Innovation
Establishment of
New Subsidiary
Management
Problems
and Risk
Explore
Resources and
Capabilities
Use Core
Competence
International
Modes of
Entry
Strategies
Increased
Market Size
Return on
Investment
Economies of
Scale and
Learning
Location
Advantage
International
Business-Level
Strategy
Multidomestic
Strategy
Global
Strategy
Transnational
Strategy
Strategic
Competitiveness
Management
Outcomes
Problems
and Risk
Exporting
Higher
Performance
Returns
Exporting
Strategic
Alliances
Acquisition
Innovation
Establishment of
New Subsidiary
Management
Problems
and Risk
Explore
Resources and
Capabilities
Use Core
Competence
International
Modes of
Entry
Strategies
Increased
Market Size
Return on
Investment
Economies of
Scale and
Learning
Location
Advantage
International
Business-Level
Strategy
Multidomestic
Strategy
Global
Strategy
Transnational
Strategy
Strategic
Competitiveness
Management
Outcomes
Problems
and Risk
Exporting
Higher
Performance
Returns
Exporting
Strategic
Alliances
Acquisition
Innovation
Establishment of
New Subsidiary
Management
Problems
and Risk