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INTERNATIONAL STRATEGY :globe_with_meridians:, CONTIUTIOUS FEEDBACK LOOP,…
INTERNATIONAL STRATEGY :globe_with_meridians:
ENTEPRENUESHIP & INNOVATION :bulb:
DRIVERS
Technological distribution
Changing Consumer Preferences
Strategic Renewal
STRATEGIC ROLE :star:
Generate firm specific ownership advantges
Firms use international M&A to acquire innovative start-ups when internal R&D stalls
Proprietary innovation requires high control entry modes (e.g. Greenfield) to protect IP
MERGERS, AQUISITION & ALLIANCES
Drivers
Strategic - extend geography, products, consolidate competition, bild capabilities
Financial - Tax optimasation, Capital efficiency
Managerial - ambition, hubris, bandwagon effects
Organisational Fit (How)
Cultural compatability
System Integration
Leadership Alignment
Strategic Fit (Why & What)
Synergy potential (cost & revenue)
Marketing Power (competition impact)
Resource Complementary
M&A
(higher Integration risk) - Comprehensive fit across portfolios and capabilities
ALLIANCES
(Lower Integration Risk) - Focused fit on specific projects, technology or market entry
LINK TO STRATEGIC ALLIANCE
:handshake:
International strategies impact market selection and entry and in turn, on
strategic alliances
STARTEGIC GROWTH - THROUGH STRONG ALLIANCE
-
Sustainable creation of value for the organisation and stakeholders,
Long-term growth and global impact
UNDERPINNING ENABLERS
Leadership & Vision
Resources & Capabilities
Organisational Design
Knowledge & Learning
Governance & Ethics
MARKET SELECTION & ENTRY :round_pushpin:
Entry Mode Options :airplane:
Exporting
- low investment, high flexibility
Strategic Alliance & JV
-share risk, leverage local knowledge
Mergers & Acquisitions
- immediate market share, fast execution
Greenfield investment
- full control, tailored assets, long term commitment
Startegic Fit Criteria
Geographic Alignment
Entry Compatibility
Organisational Fit Criteria
Institutional Distance
Capability Complementarity
Evaluation Criteria
:check:
Market attractiveness
Risk & Instituational aspect
Resource availability
Time to market
Learning & Development
DRIVERS & MOTIVATORS : :dart:
MARKET SEEKERS
new customer opportunties :money_with_wings:
RESOURCE SEEKERS
access raw materials, labour or unique assets : :silhouettes:
EFFICIENCY SEEKERS
economies of scale and scope :chart:
ASSET SEEKERS
Technology, brands, management capabilities :diamonds:
CONTIUTIOUS FEEDBACK LOOP
Learning - Innovation - New Opportunities - Refine Strategy
THE WHY
THE OPTIONS of STRATEGIC GROWTH
THE HOW