1. Introduction to international enterprise strategic management
The core logic of international enterprise strategy formulation
(dynamic competition theory)
Management coordination logic
Motives for corporate internationalization
Explore international markets
Improve operational efficiency
Acquire resources and strategic assets
strategy development process
Vision and Mission Statement Analysis
Define international strategy and goal setting
International strategic choices
Functional strategy and strategy implementation
strategic control and evaluation
Five forces model (competitive positioning theory)
Bargaining power of suppliers
Ability of potential competitors to enter
The current competitiveness of competitors in the industry
Substitutability of substitutes
2. The formation, characteristics and evolution of international enterprises
international start-ups
(International New Venture,INV)
The evolution of international business
Stage p34.35
National orientation (home country orientation)
Multicenter (host country orientation)
Global Center (World Orientation)
Functional transfer trend
Marketing and Distribution
Localized design and material procurement
3. International business operating environment
International Monetary FundIMF
Provide member countries with a venue for international monetary cooperation and consultation
Establish and supervise the exchange rate policies, payment and currency conversion guidelines of member countries
Provide necessary loans to member countries experiencing balance of payments difficulties
4. Enterprise internationalization process
The pace of corporate internationalization
accelerated internationalization
Moderate internationalization
Crazy internationalization
contractionary internationalization
Steady internationalization
5. International enterprise market entry strategies
Product life cycle theory and industrial location transfer
general direction
Other developed and more developed countries
OEM (Original Equipment Manufacturer)
original equipment manufacturer
Also known as OEM production or authorized OEM production
defect
High operational and business risks
OEMs have lower barriers to entry
Comparative advantage is gradually lost
Based on the above reasons, the upgrade space of my country's OEM manufacturers has been further suppressed and restricted.
Forms of international joint ventures
Advantage management type
Timing decisions of international enterprises’ foreign direct investment
first mover advantage
First movers can make full use of the effects of technological innovation to gain competitive advantages
6. International corporate mergers and acquisitions strategies
Types of cross-border mergers and acquisitions
Divided by the industries of both parties to the merger and acquisition and the degree of correlation between the products and industries of both parties
Horizontal cross-border mergers and acquisitions
vertical cross-border mergers and acquisitions
Hybrid cross-border mergers and acquisitions
Divided according to the cooperative attitude of the merger and acquisition parties
By payment method for mergers and acquisitions
stock mergers and acquisitions
Comprehensive securities mergers and acquisitions
Divided by whether through intermediaries
indirect mergers and acquisitions
Post-integration of cross-border mergers and acquisitions
Human resources integration
Stability and protection of human resources
Re-optimization of human resources allocation
Establish and improve the incentive mechanism
cultural integration
cultural reconstruction stage
cultural internalization stage
7. International enterprise management integration strategy
Types of global integration strategies p173
Integration and localization
8. Offshoring strategies of international enterprises
Business process (BPO) offshore outsourcing services
Hidden costs and other uncertain factors in the process of offshore outsourcing service cooperation
Search costs, transition costs, cooperation costs/monitoring costs, loss of strategic capabilities, exchange rate costs, policy costs
9. Subsidiary strategy in multinational operations and its relationship with the headquarters
“Integration-localization” classification framework of subsidiary roles (Figure p222)
Initial role of multinational subsidiary
resource-acquisition subsidiary
Production base subsidiary
Market development subsidiary
Profit focus subsidiaries
knowledge acquisition subsidiary
Risk diversified subsidiary
Motives for the adjustment of strategic roles of multinational corporations' subsidiaries
Adapt to the complexity of the host country’s environment
Adapt to the adjustment of the global strategy of the parent company of multinational companies
Changes in subsidiaries’ own growth goals
10. Competitive strategies of multinational companies in emerging markets
Bottom of the pyramid (BOP)
BOP refers to the 4-5 billion people living mainly in developing countries with a per capita income of less than US$1,500.
Facts seen from the perspective of BOP strategy
BOP as a whole has huge spending power
Attractiveness of serving BOP market segments to multinational corporations
The development of technology brings new needs
Competition in mature markets is intensifying and bottom-end markets are yet to be developed
Government departments develop the needs of backward areas
New competitive strategies of multinational companies in emerging markets
Changes in competition parameters
From sporadic competition to fierce competition
From local competition to extensive competition
From single market competition to multi-market competition
From monolithic structure to diversity
Changes in institutional parameters
From entry restrictions to operational restrictions
From differentiated treatment to unified treatment
From national supervision to regional supervision
Changes in dominant strategy
From parent-subsidiary integration to national integration
From repositioning production to repositioning the value chain
Moving from competitive advantage to competitive advantage construction
From competing with the business community to partnering with it
From repeating original strategies to adaptive diversification
From alliance building to alliance reconstruction
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