emp, contact 6-2, managing global expansion
TRANSCRIPT
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Managing Global Expansion
Ajit Prasad, MA, PhD, MSc
EMP, Contact 6.2
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What does globalization entail?
Recognizing CAGE differences in Culture Administration/ Legal framework Geography Economics
Exchange rates PPP (purchasing power parity)
Risks ?
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Components of Global Exp.
Global Exp
Trade
Investment
Merchandise
Services
FDI
Portfolio
Exports
Imports
Re-Exports
Brownfield
Greenfield
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Components of Int. Env. Analysis
Political risk analysis economic risk analysis market risk analysis
industry risk (19%) positioning risk (32%)
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Political Risk Analysis
The difference between Poland and Paraguay Poland might not be able to pay, but
Paraguay might not be willing to pay This is where Political Risk comes
in
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ERA, IMF memo items Measuring the 3 memo items
[a] cad/gdp ratio Should be in similar prices, either constant or
current should be less than 2%
[b] debt service ratio (I +A)/ (Xr + Ir) should be less than 20%
[c] import reserve ratio (Reserves/imports)* 12 should be more than 3 months of imports
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The current account balance
X= Exports Minus, M= Imports = trade balance + invisibles = current
balance
This has to be balanced with the capital account
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The capital account The capital account has following
aggregates Official transactions, IMF, PL480, Aid Portfolio investment Commercial Borrowing Gapfil Borrowing/ exceptional financing
Changes in reserves Negative sign implies accretion to reserves
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Types of convertibility
Convertibility on the trade account Convertibility on the current
account Convertibility on the capital account
What are the preconditions for each ?
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Why do companies venture into global expansion?
The growth imperative Exploit different positions on the PLC
The efficiency imperative Maintaining the ROCE at market levels
The knowledge imperative The dissemination and generation of knowledge
The globalization of customers Preference for consistency Preference for dealing with small number of
suppliers Retention of customer loyalty
Globalization of competitors First mover advantage Multi-markets presence to cross subsidize
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Factors governing the choice of markets
Choice of products Choice of markets Choice of mode of entry Transplanting the corporate DNA Choice of weapons in local battle Rate of expansion
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1. Choice of products Should the firm globalize the entire
portfolio, Or use a subset Global expansion forces companies to
develop three types of capabilities Learning about foreign markets Learning about managing people in foreign
locations Learning how to develop foreign subsidiaries
Choice has to adhere to twin goals of maximizing returns and minimizing risks associated
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2. Choice of markets Not all markets are of equal strategic
importance
Two dimensions Market potential
Strategic importance Ability to exploit
Height of entry barriers, intensity of competition Learning potential
Presence of sophisticated and demanding customers
Pace of evolution of relevant technology
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A framework for the choice of markets
Stra
tegic Im
porta
nce
High Phased-in Entry
[create beachhead]Rapid Entry
Low Ignore for now Opportunistic entry
Low High
Firm’s ability to exploit the market
Beachhead market : one that resembles the targeted market but provides a risk free learning
Austria for Germany, HK for China, B’Desh for India
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3. Choice of mode of entry
Mode of entry rests on two fundamental questions The extent to which the firm will
produce locally The extent of ownership control
Choice of right mode is critical, as it is difficult to alter later on.
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Additional issues on mode of entry
Size of local market is larger than minimum efficient scale production [cars]
Shipping an tariff costs in target market is high [cement]
Need for local customization of product is high [McDonalds]
Local content requirement is cheaper/ high [automobiles]
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Alternate modes of entry
Ow
nersh
ip C
on
trol
10
0%
Maruti’s initial 500 cars
Bata Shoes
0%
Modi BMW KFC Franchisee
100% Exports 100% Local
Exports Vs Local Production
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Advantage of alliance based entry modes
Alliance route is attractive when Cultural, linguistic and physical distances
are high Subsidiary would have low operational
integration with the rest of the MNC The risk of asymmetric learning by the
partners can be kept low The company is short of capital Government regulations require local equity
participation
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Cross border decisions
A company choosing to enter through local production has a secondary question Greenfield Cross border shifting/ acquisition
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Greenfield Vs Cross Border Acq.
Marke
t Gro
wth
rate
Hig
h
EitherGreenfield Operations(MUL/ Suzuki)
Low
Cross Border Acquisitions(Mittals in Steel)
Either
Low High
Uniqueness of Corporate Culture
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Mode of entry & intensity of competition
If local market is high growth Additions to capacity do not intensify
competition, car market in India If local market is in mature phase of PLC
Addition to capacity will intensify competition
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4. Transplanting the corporate DNA
Clarifying and defining Core Beliefs and Practices
Transplanting Core Beliefs.. Embedding the Core Beliefs..
The importance of leadership MUL/ Suzuki example
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5. Winning the local battle Winning Host Country Customers
Deciding who your customers are going to be, FedEx in China
Winning against host Country’s Competitors
Acquire dominant competitor Indian Shaving Products/ Malhotras
Acquire weak competitor and scale up quickly Daewoo with DCM Toyota
Enter a poorly defended niche Toyota Quails
Engage in frontal attack Kellogg's Vs Mohuns
Managing relationships with host country Government
Enron and the BJP/ C(I)
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6. Rate of expansion Should Windows have a world wide launch the
same day, or a phased release?
Accelerated speed is acceptable when It is easy for competitors to replicate your
success Fast Food/ KFC, Starbucks etc
Patent laws are weak Software
Scale economies are important Cars
Capacity to manage is very high ABB
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At the end of the day Strategic choices have to be made about
about a variety of issues [products, markets, modes etc]
Globalization can have dangers Bhagwati’s “Immeserizing Growth” Globalization can be self limiting as the opportunities
for arbitrage reduce
Management cannot and should not ignore the domestic market