Transcript lektion_6_forretning_og_ledelse_internationalisering

Forretning og Ledelse – Lektion 6
Internationalisering
Forretning og Ledelse – Lektion 6
The Growth Share Matrix for SAS
Market Growth Rate
High
Star
Question
Mark
Cash Cow
Dogs
10%
Low
High
1.0
Relative Market Share
Low
Forretning og Ledelse – Lektion 6
Et framework
Internationalisation
drivers
Geographic
advantages
International
strategy
Market selection
Mode of
entry
Forretning og Ledelse – Lektion 6
Internationalisation
drivers
Market drivers
Cost drivers
International
strategies
Government
drivers
Competitive
drivers
yip
Forretning og Ledelse – Lektion 6
Porters Diamant –
på dansk
Forretning og Ledelse – Lektion4
Value Chain
Diagnose af den strategiske capabilitet
(ressources and competences)
Firm Infrastructure
Human Resource Management
Support
Activities
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound Marketing
Logistics & Sales
Service
Primary Activities
En virksomheds styrke (og behov for styrke) kan ligge forskellige steder i værdikæden
-Profitten (værdigenereringen) kan også ligge forskellige steder
Forretning og Ledelse – Lektion4
The Value System
Supplier
Value Chain
Channel
Value Chain
Customer
Value Chain
Organisation’s
Value Chain
-Også grundlag for analyse af hvad der kan/skal outsources/købes eksternt og hvad
der er strategisk vigtigt at beholde selv
Forretning og Ledelse – Lektion 6
The international value network
•
Cost advantage (labour, transportation, communication, taxation, investment
incentives, government policy)
•
Unique local capabilities (collaboration with leading universities)
•
National market characteristics (made in Hollywood)
Forretning og Ledelse – Lektion 6
International strategies
High coordination
Global
Complex export
Low
coordination
Multidomestic
Simple export
Dispersed
configuration
Concentrated
configuration
Forretning og Ledelse – Lektion 6
Market selection and entry
•
•
PESTEL ( Political, Economic, Social and Legal)
CAGE (Cultural distance, Administrative and political distance, Geographical
distance, Economic)
•
International competitor retaliation (Attractiveness to entrant : Reactiveness of
defender)
Forretning og Ledelse – Lektion 6
Entry modes – market entry
Tradability
High
Low
Export
Wholly
owned
subsidiary
License/
Franchise
Joint venture
Broad
Competitive
advantages
Narrow
Forretning og Ledelse – Lektion 6
Roles in an international portfolio
- subsidiary roles in multinational firms
High
Strategic
Importance
of the local
environment
Black hole
Strategic
leader
Implementer
Contributer
Low
High
Level of local resources
And capabilities
Forretning og Ledelse – Lektion 6
Opgave
En hobbyvirksomhed ønsker at blive international
- what to do ?