DNI _09 2013

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Agenda

1Facultad de Negocios, UPCCarrera de Administracin y Negocios Internacionales

Revisin del examen parcial

La estrategia internacional desde dentro

Conclusiones

Semana 9

Logro El alumno explica las diferentes

posturas y estrategias que puedeadoptar la multinacional en el

mercado o mercados

internacionales seleccionados.

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Nuestro Mapa de Direccin

2Facultad de Negocios, UPCCarrera de Administracin y Marketing

Globalizacin vs Internacionalizacin The World is Flat

El Entorno Global

Estrategias de Internacionalizacin

Factores para el comercio y la inversin, Las

Multinacionales.

Planeamiento yEstrategias de

Internacionalizacin

Joint ventures, Alianzas Estratgicas, IED

Plan de Marketing Internacional

Entry Modes + EstrategiaMarketing Internacional

Organizacin de la Multinacional, Produccin ,Logstica, RRHH, Tecnologa de la Informacin

Organizacin y Control deOperaciones Empresa

Internacional

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Bien, hasta ahora el CEO evalu

el entorno global, tiene claroque mercados atender y cual ocuales son los modos de

entrada a este.

que ms debe hacer?


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La estrategia internacionaldesde dentro


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Strategy refers to a plan of actions designedto achieve a particular goal or objective

Strategy

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Internationalization Strategies (1)

There are two well-known market entry strategies. The Waterfall

Strategy where each market will be entered step by step and theSprinkler Strategy where a company enters all suitable markets at

the same time.

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Advantages

Waterfall Strategy Sprinkler Strategy

Lower cost of resources

Exploitation of (short) product life

cycles for success or product

generations and high development

costs

Lower risk

Creation of market barriers for

competitors (e.g. image advantage,

exchange costs)

Smooth revenues (product lifecycles)

Exploitation of economies of scaleCoordination of

interdependencies

between country markets

Internationalization Strategies (2)

Source: Backhaus/Bschken/Voeth (2003): Internationales Marketing, Stuttgart

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The Value Chain (1)

A Value Chain is a string ofcompanies or strategic

players working together

within a process in order

to satisfy market demand

for a particular product

with the constant concern

for improving said process

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The Value Chain (2)

Supportactivities

Primary activities

PORTERSs MODEL

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Primary Activities

Inbound activities to receive store and distributeinputs to the product: material handling, inventorycontrol, warehousing and contact with suppliers.

Outbound activities to store and distributethe product to customers:warehousing, order processing and vehicle scheduling.

Activities associated with providing a means bywhich buyers can purchase the product: advertising,selling, pricing, merchandising and promotion.

Production activities to create the product: machining,packaging, printing and testing.

Operations

Outbound logistics

Activities for providing service or maintainingproduct value including installation and training.

Marketing and Sales

Inbound logistics

Service

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Supporting Activities

Support of entire value chain

General management, planning, financing,accounting, legal services, government affairs,

and Quality Management

Corporate infrastructure:Management and Administrative

services

Human resources management

Technology Development

Procurement

Recruiting, recruiting, training,and staff development

Improving product and manufacturingprocess: Not just machines and processes but alsoexpertise, procedures and systems.

Purchasing input

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SUPPLIER

VALUE

CHAINS

FIRM

VALUE

CHAIN

DISTRIBUTOR

VALUE

CHAINS

BUYER

VALUE

CHAINS

PORTERS VALUE SYSTEM

The DISTRIBUTORs inbound logistics is the firms outbound logistics

In the value system SUPPLIER, FIRM,

DISTRIBUTOR, and BUYER value chains overlap

The SUPPLIERS outbound logistics is the firms inbound logistics

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Valorization

of Initiative

Profitability

Rate of profit

increase

Cost reduction

Increase value while

reducing prices

Sale more on current

markets

Enter new markets

Value determining factors

UPC - Administracin y Negocios Internacionales

Academic Semester 2010/1 - International Business ManagementProfessor : Daniel NABONNE

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Complex Relation

What do you have to take into consideration

when making decisions about pricing

Think out of the Box

We are hit by the competition with a similar

product to ours but at 50 % less in price

Lowering the Price is the unique answer?

Protect value?

San Luis vs. Cielo Case

Profitability vs. Utility

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Added Value created by a Company

Difference between the Cost of Production

& and the value perceived by the consumer

or the user

Discussion in pairs

Name companies where the perceived

value comes from:

1. Always the best prices

2. A reliable logistic partner

3. An efficient customer service

4. The only ones in the market

Part 2

How to offer an expected value

which combines the 4 elements?

Value Added Creation

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Globalization drivers - Assess dual pressures

Global efficiency = Standardization

National/local responsiveness = Adaptation

Location/configuration of value-creatingactivities

Integration/Coordination of value-creating

activities

Strategy of Entry

International Strategy

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Coca-Cola inChinese: bite the

wax tadpole

Coca-Cola 30 literbottle?

U.S. carmakers

left-hand drivecars

Forced Standardization

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EFFECTIVE STANDARDIZATION

Coca-Colastransnational polar bears

McDonalds

Big Mac

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McMutton pie in

Australia

Wendys shrimp

sandwich in Japan

Campbells non-

condensed soups in

the UK

Coca-Colas 175 ml.

containers in Japan

Cadillac Seville

F 1997 Asian edition

F Right-hand drive, shorterseats, closer pedals, 10

shorter, retractable mirrors

Effective Adaptation

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Globalization Drivers

LowMultidomestic

HighGlobal

Market Drivers

Cost Drivers

Government Drivers Competitive Drivers

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International Strategy (1)

Focusing on the Core Competences

in order to expand in the global

markets

The Core Competences are the specific

abilities of a Company which makes itdifferent from its competitors and are

difficult to copy or imitate

Competitive Advantage

Abilities

Experience

Capacities

Use

Its worth when there is

no local competitor with the

same competences

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Justified when there is no local competition

with similar competences or competitiveadvantages

RISKS

1. Can we decide from an office in New York

upon a strategy for Peru and more specifically for Lima

2. How do we know about the local tastes, preferences

& consumiing habits?

Limited

Customization

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International Strategy (2)

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Allow that each entity in a

different country abroad have

some operational independence

Designing

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Multidomestic Strategy (1)

Manufacturing

Marketing

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Justified when there is pressurefrom the local market & there is no need

for economies of scale

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Multidomestic Strategy (2)

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Exerting pressure on the

organization to think about aworldwide market

The consumers may sacrifize some

of their preferences vs. an offer fora quality product

The globalization of markets

enables economiesof scale

Looking for worldwide consistence& standardization

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Global Strategy (1)

Gl b l St t (2)
http://seminariosyconferencias.com/img/globales.JPG

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Justified when the Company focuses on operationalefficiency and when the high quality of the offered

products can balance the consumer preferences

for locally made products

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Global Strategy (2)

T ti l St t (1)

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Simultenously use the

economies of domestication

while emphasizing their core

competences and consider the

local preferences

In constant improvement on the basis of their local

experiences which they share with their operationalunits worldwide

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Transnational Strategy (1)

F t M t ti l St t

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A Company that builds a new kind of competitive

advantage by discovering, accesing, mobilizing, andleveraging knowledge from many locations around the

world

Source : Yves Dos. Global to Metanational: How companies win in the knowledge economy, 2001

1

2

3

Transfer of knowledge to its subsidiaries

Mobilization of the fragmented knowledge in order

to generate innovations which help producing,selling and integrating value at the global scale

Use the technology and recognize the emerging

trends from the market

Develop

Value Chains

with 3

Core Competences

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Future: Metanational Strategy

F t C b

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The national bordiers are not useful for segmenting the

markets, determining areas of operational influence oroptions for implementation.

Ready in order to react in real span time?

The Cyberspace determines the limits of he

Cybercorp

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Future: Cybercorp

St t S l ti & I l t ti (1)

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Strategy Selection & Implementation (1)

St t S l ti & I l t ti (2)

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Strategy Selection & Implementation (2)

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Debate: Puede la multinacional replicar su modelo de negocioen el mercado de destino??


Y el modelo de negocio de la multinacional?...se podr ajustar?

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36Facultad de Negocios UPCd d l

Conclusiones

De qu factores depende la estrategia aseguir en el mercado destino?

Siempre se puede replicar la estrategia del

mercado local en el mercado dedestino?por qu?

Se puede replicar el mismo modelo denegocio?

Una vez definida la estrategia cul es elsiguiente paso?

DNI _09 2013

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