Global Strategy: Competing Around the

World

Joe Mahoney

What Is Globalization?

• Globalization is a process of closer integration and exchange between different countries and peoples worldwide.

• Made possible by:

Falling trade and investment barriers

Advanced telecommunications

Reduced transportation costs

Importance of MNEs and FDIs

10–2

What Is Globalization?

• Multinational Enterprise (MNE) Deploys resources and capabilities in the

procurement, production, and distribution in at least two countries Less than 1% of firms, BUT employ 19% of U.S. workforce

– 74% of private sector R&D spending

• Foreign Direct Investment (FDI) Investments in value chain activities abroad

• Global Strategy To sustain a competitive advantage Competing against foreign and domestic companies

around the world 10–3

Why Global?

• Gain access to a larger market Capitalize on market potential, such as China, India, and

emerging economies

• Gain access to low-cost input factors Labor, natural resources, technology, logistics

• Managing corporate risk

• Leverage core competencies

• Develop new competencies Location economies Unique locational advantages

10–4

Globalization - Collaboration Networks

10–5

International Sales as % of Total

Data from 201010–6

1–7

Does GM’s Future Reside in China?

• Market opportunity in China

1.4 billion population, only 1 in 100 people owns a vehicle

• GM entered China in 1997

Joint venture with Shanghai Automotive Industrial Corp

China is 25% of GM’s revenues and GROWING fast

GM China factories are more productive than U.S. plants

• GM’s future relies on China and other emerging economies

$ 250 million on a state-of-the-art R&D center…in Shanghai

Future of GM likely decided in their international HQ…in Shanghai

10–7

Disadvantages of Expanding Internationally

• Liability of foreignness

Additional cost of doing business in an unfamiliar cultural and economic environment

Cost of coordinating across geographic distance

Economic development may increase the cost of doing business

Rising wages with improved living standards

Difficulty in protecting intellectual property

10–8

Global Expansion: Where

• How does an MNE decide where to go?

National institutions: Well-established legal and ethical pillars as well as

well- functioning economic institutions such as capital markets, banks, and infrastructures

National culture: "Programming of the mind"

Geert Hofstede’s Cultural Dimensions

1. Power distance

2. Individualism

3. Masculinity/femininity

4. Uncertainty-avoidance

5. Long-term orientation

10–9

Corporate Tax Rates

Institutional Difference Matters

10–10

Global Expansion: How

• Exporting: producing goods in one country to sell in another country

• Acquisition, strategic alliance are also popular vehicles for entry into foreign markets

• MNEs sometime prefers greenfield operations or wholly-owned subsidiaries

Greenfield is building new factories/offices from scratch Physically and organizationally building from the "ground up."

10–11

Modes of Foreign Market Entry

Market Entry along the Investment and Control Continuum

10–12

7-31Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.

Entry Modes of International ExpansionE

xte

nt o

f In

vest

men

t R

isk

High

LowLow High

Degree of Ownership and ControlAdapted from Exhibit 7.7 Entry Modes for International Expansion

Exporting

Licensing

Franchising

Strategic Alliance

Joint Venture

Wholly OwnedSubsidiary

Strategy around the World: Local Responsiveness vs. Cost

Reduction• Local responsiveness:

Tailor product and service offerings to fit local consumer preferences and host-country requirements

Higher cost Example: McDonald’s uses mutton in India

•Cost reduction:

MNEs enter global marketplace with the intention to reduce operation cost

Example: Toyota Prius

10–14

The Integration-Responsiveness Framework

Four Global Strategies

• International strategy Leveraging home-based core competencies Selling the same products or services in both domestic

and foreign markets Example: Selling Starbucks coffee internationally

• Localization (product differentiation) strategy Maximize local responsiveness via a

multi-domestic strategy Consumers will perceive them to be domestic

companies Example: Nestlé’s customized product offerings in

international markets

10–16

Four Global Strategies

• Global standardization (cost leadership) strategy Economies of scale and location economies Pursuing a global division of labor based on best-of-class

capabilities reside at the lowest cost Example: Lenovo’s R&D in Beijing, Shanghai, and Raleigh;

production center in Mexico, India, and China

• Transnational strategy Combination of localization strategy (high responsiveness)

with global standardization strategy (lowest cost position attainable)

Example: German multimedia conglomerate Bertelsmann

: Caterpillar’s earth-moving equipment

National Competitive Advantage

• Death-of-distance hypothesis Geographic location alone should not lead to firm-level

competitive advantage because firms are now more able to source inputs globally (ex: capital, commodities, etc.) Labor markets also have become more global.

Computer manufacturers – China & Taiwan Consumer electronics – Japan & South Korea Mining companies – Australia

• Why are certain industries in some countries more competitive than in others? Answer: National Competitive Advantage

10–18

Porter’s Diamond Model of National Competitive Advantage

10–19

National Competitive Advantage Framework

• Factor conditions A nation’s endowments in terms of national, human, and other resources

as well as supportive infrastructure and institutions.

• Demand conditions Specific characteristics of demand in a firm’s domestic market

• Competitive intensity Highly competitive environments tend to stimulate

firms to outperform others (e.g., German car industry)

• Related and supporting industry Leadership in related and supporting industries can also foster world-

class competitors in downstream industry

Complementarity

10–20

Regional Clusters

• Regional clusterA group of interconnected companies and

institutions in a specific industry, located near each other geographically and linked by common characteristics

Knowledge spillover

Positive externalities that are regionally constrained

Exchange of ideas among firms in a cluster

10–21

Mapping a Regional Cluster: Research Triangle

10–22

OmahaTelemarketingHotel ReservationsCredit Card Processing

Wisconsin / Iowa / IllinoisAgricultural Equipment

DetroitAuto Equipmentand Parts

RochesterImaging Equipment

Western MassachusettsPolymers

BostonMutual FundsMedical DevicesMgmt. ConsultingBiotechnologySoftware and NetworkingVenture CapitalHartfordInsurance

ProvidenceJewelryMarine Equipment

New York CityFinancial ServicesAdvertisingPublishingMultimedia

Pennsylvania / New JerseyPharmaceuticals

North CarolinaHousehold FurnitureSynthetic FibersHosiery

Dalton, GeorgiaCarpets

South FloridaHealth Technology Computers

Nashville / LouisvilleHospital Management

Baton Rouge / New OrleansSpecialty Foods

Southeast Texas / LouisianaChemicals

DallasReal Estate Development

WichitaLight AircraftFarm Equipment

Los Angeles AreaDefense AerospaceEntertainment

Silicon ValleyMicroelectronicsBiotechnologyVenture Capital

Cleveland / LouisvillePaints & Coatings

PittsburghAdvanced MaterialsEnergy

West MichiganOffice and Institutional Furniture

MichiganClocks

San DiegoGolf EquipmentBiotech/Pharma

MinneapolisCardio-vascularEquipmentand Services

Warsaw, IndianaOrthopedic Devices

ColoradoComputer Integrated Systems / ProgrammingEngineering ServicesMining / Oil and Gas Exploration

Las VegasAmusement / CasinosSmall Airlines

OregonElectrical Measuring EquipmentWoodworking EquipmentLogging / Lumber Supplies

SeattleAircraft Equipment and DesignSoftwareCoffee Retailers

BoiseInformation TechFarm Machinery

Geographical Distribution of Clusters

Source: Adapted from Professor Michael E. Porter, Harvard Business School10–23