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    INB 301 - Chapter 13 - The Strategy of International Business

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    S.M. YAMINUR RAHMAN
    Firms pursue strategies to increase profitability and growth through adding value, lowering costs, selling in existing markets, or expanding internationally. There are four main strategies for competing internationally: global standardization focuses on low costs; localization customizes for local tastes; transnational balances low costs and localization; and international sells domestic products minimally customized abroad. The appropriate strategy depends on pressures for cost reduction and local responsiveness in the industry. Over time, a firm may need to shift strategies, such as from localization to transnational, to adapt to changing competitive pressures.

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    INB 301 - Chapter 13 - The Strategy of International Business

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    S.M. YAMINUR RAHMAN
    256 views4 pages
    Firms pursue strategies to increase profitability and growth through adding value, lowering costs, selling in existing markets, or expanding internationally. There are four main strategies for competing internationally: global standardization focuses on low costs; localization customizes for local tastes; transnational balances low costs and localization; and international sells domestic products minimally customized abroad. The appropriate strategy depends on pressures for cost reduction and local responsiveness in the industry. Over time, a firm may need to shift strategies, such as from localization to transnational, to adapt to changing competitive pressures.

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    Firms pursue strategies to increase profitability and growth through adding value, lowering costs, selling in existing markets, or expanding internationally. There are four main strategies for competing internationally: global standardization focuses on low costs; localization customizes for local tastes; transnational balances low costs and localization; and international sells domestic products minimally customized abroad. The appropriate strategy depends on pressures for cost reduction and local responsiveness in the industry. Over time, a firm may need to shift strategies, such as from localization to transnational, to adapt to changing competitive pressures.

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    256 views4 pages

    INB 301 - Chapter 13 - The Strategy of International Business

    Uploaded by

    S.M. YAMINUR RAHMAN
    Firms pursue strategies to increase profitability and growth through adding value, lowering costs, selling in existing markets, or expanding internationally. There are four main strategies for competing internationally: global standardization focuses on low costs; localization customizes for local tastes; transnational balances low costs and localization; and international sells domestic products minimally customized abroad. The appropriate strategy depends on pressures for cost reduction and local responsiveness in the industry. Over time, a firm may need to shift strategies, such as from localization to transnational, to adapt to changing competitive pressures.

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    of 4

    Chapter 13

    The Strategy of International Business

    What Is Strategy?
    • A firm’s strategy refers to the actions that managers take to attain the goals of the firm
    • Firms need to pursue strategies that increase profitability and profit growth
    • Profitability is the rate of return the firm makes on its invested capital
    • Profit growth is the percentage increase in net profits over time
    • To increase profitability and profit growth, firms can
    • add value
    • lower costs
    • sell more in existing markets
    • expand internationally

    What Is Strategy?
    Determinants of Enterprise Value

    How Is Value Created?


    • Profits can be increased by
    1. Using a differentiation strategy
    • adding value to a product so that customers are willing to pay more for it
    2. Using a low cost strategy
    • lowering costs
    How Can Firms Increase Profits Through International Expansion?
    • International firms can
    1. Expand their market
    • sell in international markets
    2. Realize location economies
    • disperse value creation activities to locations where they can be performed most efficiently and
    effectively
    3. Realize greater cost economies from experience effects
    • serve an expanded global market from a central location
    4. Earn a greater return
    • leverage skills developed in foreign operations and transfer them elsewhere in the firm

    What Types of Competitive Pressures Exist in the Global Marketplace?


    • Firms that compete in the global marketplace face two conflicting types of competitive pressures
    • the pressures limit the ability of firms to realize location economies and experience effects, leverage
    products, and transfer skills within the firm
    • Dealing with both pressures is challenging
    • Two competitive pressures:
    1. Pressures for cost reductions
    • force the firm to lower unit costs
    2. Pressures to be locally responsive
    • require the firm to adapt its product to meet local demands in each market
    • but, this strategy can raise costs

    When Are Pressures for


    Cost Reductions Greatest?
    • Pressures for cost reductions are greatest

    1. In industries producing commodity type products that fill universal needs (needs that exist when the tastes
    and preferences of consumers in different nations are similar if not identical) where price is the main
    competitive weapon

    2. when major competitors are based in low cost locations

    3. where there is persistent excess capacity

    4. where consumers are powerful and face low switching costs

    When Are Pressures for


    Local Responsiveness Greatest?
    • Pressures for local responsiveness arise from
    1. Differences in consumer tastes and preferences
    • strong pressure emerges when consumer tastes and preferences differ significantly between countries
    2. Differences in traditional practices and infrastructure
    • strong pressure emerges when there are significant differences in infrastructure and/or traditional
    practices between countries
    3. Differences in distribution channels
    • need to be responsive to differences in distribution channels between countries
    4. Host government demands
    • economic and political demands imposed by host country governments may require local responsiveness

    Which Strategy Should a Firm Choose?


    • There are four basic strategies to compete in international markets
    • the appropriateness of each strategy depends on the pressures for cost reduction and local responsiveness
    in the industry

    Which Strategy Should a Firm Choose?


    Four Basic Strategies
    Which Strategy Should a Firm Choose?
    1. Global standardization - increase profitability and profit growth by reaping the cost reductions from
    economies of scale, learning effects, and location economies
    • goal is to pursue a low-cost strategy on a global scale
    • This strategy makes sense when
    • there are strong pressures for cost reductions and demands for local responsiveness are minimal
    2. Localization - increase profitability by customizing goods or services so that they match tastes and
    preferences in different national markets
    • This strategy makes sense when
    • there are substantial differences across nations with regard to consumer tastes and preferences and cost
    pressures are not too intense
    3. Transnational - tries to simultaneously achieve low costs through location economies, economies of scale,
    and learning effects
    • firms differentiate their product across geographic markets to account for local differences and foster a
    multidirectional flow of skills between different subsidiaries in the firm’s global network of operations
    • This strategy makes sense when
    • both cost pressures and pressures for local responsiveness are intense
    4. International – take products first produced for the domestic market and sell them internationally with only
    minimal local customization
    • This strategy makes sense when
    • there are low cost pressures and low pressures for local responsiveness

    How Does Strategy Evolve?


    • An international strategy may not be viable in the long term
    • to survive, firms may need to shift to a global standardization strategy or a transnational strategy in
    advance of competitors
    • Localization may give a firm a competitive edge, but if the firm is simultaneously facing aggressive
    competitors, the company will also have to reduce its cost structures
    • would require a shift toward a transnational strategy

    How Does Strategy Evolve?


    Changes in Strategy over Time

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