international strategy and organization
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International International Strategy and Strategy and OrganizationOrganization
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Planning and StrategyPlanning and Strategy
Planning Strategy
Identifying and selecting objectives and deciding how to achieve those objectives
Set of planned actions thatmanagers take to help a
company meet its objectives
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Strategy-Formulation ProcessStrategy-Formulation Process
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Identify Mission and GoalsIdentify Mission and Goals
Mission statements must consider:
Company activities Business objectives Stakeholders Stockholders Customers Residents Environment
and much more…
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Identify Core CompetencyIdentify Core CompetencyIdentify Core CompetencyIdentify Core Competency
Special ability of a company thatSpecial ability of a company thatcompetitors find extremely difficultcompetitors find extremely difficult
or impossible to equalor impossible to equal
Special ability of a company thatSpecial ability of a company thatcompetitors find extremely difficultcompetitors find extremely difficult
or impossible to equalor impossible to equal
Coordination of multiple skillsCoordination of multiple skills
Lengthy period to developLengthy period to develop
Difficult to imitateDifficult to imitate
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Value-Chain AnalysisValue-Chain Analysis
Each activity isa source of either
strength or weakness
Insights gained are fed into the strategy formulation process
Divide company activities into primary and support activities and identify those
that create value for customers
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Value Chain ComponentsValue Chain Components
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Primary Activities.Primary Activities.
Inbound Logistics.
Here goods are received from a company's suppliers. They are stored until they are needed on the production/assembly line. Goods are moved around the organisation.
Operations.
This is where goods are manufactured or assembled. Individual operations could include room service in an hotel, packing of books/videos/games by an online retailer, or the final tune for a new car's engine.
Outbound Logistics.
The goods are now finished, and they need to be sent along the supply chain to wholesalers, retailers or the final consumer.
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Marketing and Sales.
In true customer orientated fashion, at this stage the organisation prepares the offering to meet the needs of targeted customers. This area focuses strongly upon marketing communications and the promotions mix.
Service.
This includes all areas of service such as installation, after-sales service, complaints handling, training and so on.
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Support Activities.Support Activities.
Procurement.
This function is responsible for all purchasing of goods, services and materials. The aim is to secure the lowest possible price for purchases of the highest possible quality. They will be responsible for outsourcing (components or operations that would normally be done in-house are done by other organisations), and ePurchasing (using IT and web-based technologies to achieve procurement aims).
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Technology Development.
Technology is an important source of competitive advantage. Companies need to innovate to reduce costs and to protect and sustain competitive advantage. This could include production technology, Internet marketing activities, lean manufacturing, Customer Relationship Management (CRM), and many other technological developments.
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Human Resource Management (HRM).
Employees are an expensive and vital resource. An organisation would manage recruitment and s election, training and development, and rewards and remuneration. The mission and objectives of the organisation would be driving force behind the HRM strategy.
Firm Infrastructure.
This activity includes and is driven by corporate or strategic planning. It includes the Management Information System (MIS), and other mechanisms for planning and control such as the accounting department.
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Business EnvironmentBusiness Environment
National differences are inherent in analyzing a
company’s unique abilities
Cultural differences
Political processes
Legal matters
Economic systems
Labor issues
Consumer forces
and much more…
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Multinational/Multidomestic Multinational/Multidomestic StrategyStrategy
Adapting products andtheir marketing strategies
in each national marketto suit local preferences
– Difficult to exploit economies of scale
+ Respond quickly to buyer preferences
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Multi-Domestic StrategyMulti-Domestic Strategy
Business units in each country are independent Business units in each country are independent of each other of each other
Assumes markets differ by country or regions
Focus on competition in each market
Prominent strategy among European firms due to Prominent strategy among European firms due to broad variety of cultures and markets in Europebroad variety of cultures and markets in Europe
Strategy and operating decisions are decentralized Strategy and operating decisions are decentralized to strategic business units (SBU) in each countryto strategic business units (SBU) in each country
Products and services are tailored to local marketsProducts and services are tailored to local markets
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Global StrategyGlobal Strategy
Offering the sameproducts using the same
marketing strategy inall national markets
– May overlook varying buyer preferences
+ Cost savings from standardization
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Products are standardized across national marketsProducts are standardized across national markets
Decisions regarding business-level strategies are Decisions regarding business-level strategies are centralized in the home officecentralized in the home office
Strategic business units (SBU) are assumed to be Strategic business units (SBU) are assumed to be interdependentinterdependent
Emphasizes economies of scale
Often lacks responsiveness to local marketsOften lacks responsiveness to local markets
Requires resource sharing and coordination across Requires resource sharing and coordination across borders (which also makes it difficult to manage)borders (which also makes it difficult to manage)
Global StrategyGlobal Strategy
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Levels of Company StrategyLevels of Company Strategy
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Growth StrategyGrowth Strategy
Internally generated growth
Mergers and acquisitions
Joint ventures
Strategic alliances
Increase the scale (size of activities)or scope (kinds of activities) of operations
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Retrenchment StrategyRetrenchment Strategy
Reduce the scale or scopeof a corporation’s businesses
Conditions Actions
Poor economic conditions
Increased competition
Lay off workers
Close inefficient factories
Sell unprofitable businesses
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Stability StrategyStability Strategy
Guard against change and avoidgrowth or retrenchment
Guard against change and avoidgrowth or retrenchment
No opportunities or
threats
Strengths fully exploited
Weaknesses fully
protected
Stated objectives are
met
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Combination StrategyCombination Strategy
Invest inpromising units
Retrench forless exposure
Stabilizeother units
Mix of growth, retrenchment, and stability strategies across a corporation’s business
units
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Business-Level StrategiesBusiness-Level Strategies
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Low-Cost StrategyLow-Cost StrategyLow-Cost StrategyLow-Cost Strategy
Exploit economies of scale to have the lowestExploit economies of scale to have the lowestcost structure of any competitor in an industrycost structure of any competitor in an industryExploit economies of scale to have the lowestExploit economies of scale to have the lowestcost structure of any competitor in an industrycost structure of any competitor in an industry
Mantra is cutting costsMantra is cutting costsMantra is cutting costsMantra is cutting costs
Quality remains importantQuality remains importantQuality remains importantQuality remains important
Scale is barrier for new entrantsScale is barrier for new entrantsScale is barrier for new entrantsScale is barrier for new entrants
Perhaps low customer loyaltyPerhaps low customer loyaltyPerhaps low customer loyaltyPerhaps low customer loyalty
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Differentiation StrategyDifferentiation Strategy
DifferentiatorsDifferentiatorsDifferentiatorsDifferentiators
Brand imageBrand imageBrand imageBrand image
Product designProduct designProduct designProduct design
QualityQualityQualityQuality
EffectsEffectsEffectsEffects
Customer loyaltyCustomer loyaltyCustomer loyaltyCustomer loyalty
Portion of market onlyPortion of market onlyPortion of market onlyPortion of market only
Price premiumPrice premiumPrice premiumPrice premium
Design products to be perceived as unique
by buyers throughout an industry
Higher production costs Higher production costs Higher production costs Higher production costs
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Focus StrategyFocus StrategyFocus StrategyFocus Strategy
Focus on narrowly defined market segment bybeing the low-cost leader, differentiating, or bothFocus on narrowly defined market segment by
being the low-cost leader, differentiating, or both
Many sub-segments todayMany sub-segments todayMany sub-segments todayMany sub-segments today
Need distinctive productNeed distinctive productNeed distinctive productNeed distinctive product
Specific geography, ethnicity, etc.Specific geography, ethnicity, etc.Specific geography, ethnicity, etc.Specific geography, ethnicity, etc.
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Organizational StructureOrganizational Structure
Centralizeddecision making
Decentralizeddecision making
+ Coordination is paramount+ Financial control and cost savings
+ Local responsiveness is key+ Fast-changing environment
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Arguments for CentralizationArguments for Centralization
easier to coordinate
decisions consistent with organizational objectives
means to push through major changes
avoids duplication of activities
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Arguments for DecentralizationArguments for Decentralization
top management overburdened
more motivation at lower levels
more flexibility
better decisions on the spot by people directly involved
more accountability
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International Division International Division StructureStructure
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International Area StructureInternational Area Structure
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Global Product StructureGlobal Product Structure
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Global Matrix StructureGlobal Matrix Structure
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Self-managedSelf-managedteamteam
Employees from onedepartment take onresponsibilities offormer supervisors
Self-managedSelf-managedteamteam
Employees from onedepartment take onresponsibilities offormer supervisors
Cross-functionalCross-functionalteamteam
Group of employeesfrom similar levels but
different functionaldepartments
Cross-functionalCross-functionalteamteam
Group of employeesfrom similar levels but
different functionaldepartments
GlobalGlobalteamteam
Top managers fromheadquarters andsubsidiaries solvecompany problems
GlobalGlobalteamteam
Top managers fromheadquarters andsubsidiaries solvecompany problems
Work TeamsWork Teams
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It is the mission of Malaysia Airlines System Berhad, as a corporation, to provide a transport service that ranks among the best in terms of safety, comfort and punctuality, distinguished and loved for its personal touch and warmth. We aim to set new world standards continually with our enhanced in-flight services, reliable ground support and excellent infrastructure and to respond to consumer demand for worldwide coverage.
Malaysia Airlines
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TMTM
Vision "Our vision is to be the Communications Company of choice - focused on
delivering Exceptional Value to our customers and other stakeholders“
MissionTo achieve our vision, we are determined to do the following:
Be the recognised leader in all markets we serve. Be a customer-focused organisation that provides one-stop total solution. Build enduring relationships based on trust with our customers and partners. Generate shareholder value by seizing opportunities in Asia Pacific and other selected regional markets. Be the employer of choice that inspire performance excellence.