Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 13: The Strategy of International Business, Chapter 15: Entry…
Chapter 13: The Strategy of
International Business
Strategy and the Firm
Strategy Positioning
:
Value Creation
Low-cost Strategy
Differentiation Strategy
Focus on
Profitability
Profit Growth
The Firm as Value Chain
Primary Activities
Production
Marketing and Sales
R&D
Customer Service
Support Activities
The logistics function
The human resource function
The company infrastructure
Global Expansion, Profitability, and Profit Growth
Expanding the Market
Competencies
Leveraging Products
Location Economies
Product difference
Low-cost strategy
Boost the profitability of the enterprise
Creating a Global Wed
:
perceived value is maximized
where the costs of value creation are minimized
Experience Effects
Learning Effects
Economies of Scale
Strategic Significance
Leveraging Subsidiary Skill
Cost Pressures and Pressures for
Local Responsiveness
Pressures For Cost Reductions
Pressure For Local Responsiveness
Differences in Infrastructure and Traditional Practices
Differences in Distribution Channels
Host-Government Demands
Differences in Customer Tastes and Preferences
Rise of Regionalism
Choosing a Strategy
Localization Strategy
Transnational Strategy
Global Standardization Strategy
International Strategy
Chapter 15: Entry Strategy and
Strategic Alliances
Basic Entry Decisions
Timing of Entry
Scale On Entry And Strategic Commitments
Entry Modes
Exporting
Turnkey Projects
Licensing
Franchising
Joint Venture
Wholly Owned Subsidiaries
Greenfield Venture or Acquisition?
Pros and Cons of Acquisitions
Pros and Cons of Greenfield Venture
Strategic Alliances
Making Alliances Work
Partner Selection
Alliance Structure
Managing the Alliance
Chapter 1: Globalization
or