Chapter 80

Chapter 8: International Strategy
Chapter 8: International Strategy (IS)

• Overview: Eight content areas
– Traditional vs emerging motives
– Four major benefits of International Strategies (IS)
– Four factors as basis for international business strategy
– Three international corporate-level strategies
– Environmental trends affecting IS
– Five alternative modes for entering international markets
– Effects of international diversification on returns & innovation
– Two major risks of international diversification
Identifying International Opportunities:
Incentives to Use an International Strategy
(IS)
• International Strategy (IS): firm sells its goods or services
outside the domestic market.
– In some instances, firms using an international strategy become
quite diversified geographically as they compete in numerous
countries or regions outside their domestic market.
– In other cases, firms engage in less international diversification
because they compete in a smaller number of markets outside
their “home” market.
–Reasons for an IS
– International markets yield potential new opportunities
– International diversification: innovation occurs in home-
country market, especially in an advanced economy, and demand
for product develops in other countries, so exports provided by
domestic organization
– Multinational strategy: Secure needed and potentially scarce
resources
– Other motives exist (i.e. pressure for global integration,
borderless demand for globally branded products)
– Where labor costs account for a significant portion of a
company’s expenses, firms may choose to establish facilities in
other countries to gain access to less expensive labor.
– Clothing and electronics manufacturers are examples
Identifying International Opportunities:
Incentives to Use an International Strategy (IS)
)
• Four primary reasons

–1. Increased market size
• Domestic market may lack the size to support efficient scale
manufacturing facilities
–2. Return on Investment (ROI)
• Large investment projects may require global markets to
justify the capital outlays
• Weak patent protection in some countries implies that firms
should expand overseas rapidly in order to preempt imitators
• Four primary reasons (Cont’d)
–3. Economies of Scale and Learning
• Expanding size or scope of markets helps to achieve economies
of scale in manufacturing as well as marketing, R&D, or
distribution
• Increasing the firm’s R&D ability can contribute to its efforts to
enhance innovation, which is critical to both short- and long-term
success
• Costs are spread over a larger sales base
• Profit per unit is increased
–4. Location advantages: Low cost markets may…
• Aid in developing competitive advantage
• Locating facilities outside their domestic market can
sometimes help firms reduce costs.
• Achieve better access to critical resources i.e., raw
materials, lower cost labor, key customers, energy and other
natural resources.
• Other location advantages include access to critical supplies
and to customers.
• Once positioned in an attractive location, firms must manage their
facilities effectively to gain the full benefit of a location advantage
International Strategies (IS)
• Firms choose one or both of two basic types of IS:
Business level and/or Corporate level
• International business-level strategy
– Follows generic strategies of cost-leadership,
differentiation, focused cost leadership, focused
differentiation, and integrated cost leadership/
differentiation.
• International corporate-level strategy
– Home country is usually most important source of
competitive advantage
• Resources and capabilities frequently allow firm to pursue markets in other
countries
• The determinants of national advantage includes 4 factors
Determinants of National Advantage
Factors of production: the inputs necessary to compete in
any industry
– Labor
– Land
– Natural resources
– Capital
– Infrastructure (transportation, delivery, and
communication systems)
– Basic factors include natural and labor resources
– Advanced factors include digital communication systems
and educated workforce
Demand Conditions: Characterized by the nature and size of
buyers’ needs in the home market for the industry’s goods or services
– Size of market segment can lead to scale efficient facilities
– Efficiency can lead to domination of the industry in other countries
– Specialized demand may create opportunities beyond national
boundaries
Related and Supporting industries: Supporting services,

facilities, suppliers and so on
– Support in design
– Support in distribution
– Related industries as suppliers and buyers
International Corporate-Level Strategy
 Type of corporate strategy selected will have an impact on the

selection and implementation of the business-level strategies
 Some corporate strategies provide individual country units with

flexibility to choose their own strategies
 Others dictate business-level strategies from the home office in

order to standardize the firm’s products and coordinate resource
sharing across units
• International corporate-level strategy focuses on the scope of a
firm’s operations through geographic diversification.
• International corporate-level strategy is required when the firm

operates in multiple industries that are located in multiple countries
or regions (e.g., Southeast Asia or the European Union) and in
which it sells multiple products.
• The headquarters unit guides the strategy.
• The international corporate-level strategies vary in terms of two

dimensions—the need for global integration and the need for local
responsiveness.
International Corporate-Level Strategies
International Strategies (IS)
• International corporate-level strategies
• 1. Multidomestic
– Decentralized strategic & operating decisions by strategic
business-unit (SBU) in each country allows units to tailor
products to local markets
– Focuses on variations of competition within each country
– Customized products to meet local customers’ specific needs
and preferences
– Takes steps to isolate the firm from global competitive forces
• Establish protected market positions
• Compete in industry segments most affected by differences
among local countries
• A multi-domestic strategy results in less knowledge sharing for
the corporation as a whole because of the differences across
markets, decentralization, and the different international
business-level strategies employed by local units.
• Moreover, multi-domestic strategies do not allow the
development of economies of scale and thus can be more costly.
• Example: Unilever- 400 brands- 180 countries- 03 business units
• Foods-home care and personal care
2. Global Strategies
– Offers standardized products across country markets, with the competitive strategy
being dictated by the home office
– Emphasizes economies of scale
– Facilitated by improved global reporting standards (i.e., accounting and financial)
– Strategic & operating decisions centralized at home office
– Involves interdependent SBUs operating in each country
– Home office attempts to achieve integration across SBUs, adding management
complexity
– Produces lower risk
– Is less responsive to local market opportunities
– Offers less effective learning processes (pressure to conform and standardize
3. Transnational Strategies
– Seeks to achieve both global efficiency and local responsiveness –
these are competing goals!
– Requires both global coordination and local flexibility with this
strategy/structure combination
• Flexible Coordination: Building a shared vision and individual commitment through
an integrated network
– Challenging, but becoming increasingly necessary to compete in
international markets
– Growing number of global competitors heightens need to keep costs down
while greater information flow and desire for specialized products pressures
firms to differentiate and even customize products – nonetheless,
– Increasingly used as a strategy
Environmental Trends
• Transnational strategy hard to implement
• Two new trends
• 1. Liability of foreignness
– Increased after terrorists’ attacks and Iraq War
– Global strategies not as prevalent today, still difficult to implement even with
Internet-based strategies
– Regional focus allows firms to marshal resources to compete effectively
in regional markets
• 2. Regionalization
– Focus to a particular region of the world
• Increases understanding of market
• Achieve some economies
• Trade agreements (i.e., EU, OAS, NAFTA) promote flow of trade across country
boundaries with their respective regions
International Entry Modes
• Follows the selection of an IS
• Five main entry modes
• 1. Exporting
• 2. Licensing
• 3. Strategic Alliances
• 4. Acquisitions
• 5. New Wholly-Owned Subsidiary
• 1. Exporting
– Involves low expense to establish operations in host
country
– Often involves contractual agreements
– Involves high transportation costs
– May have some tariffs imposed
– Offers low control over marketing and distribution
• 2. Licensing
– Involves low cost to expand internationally
– Allows licensee to absorb risks
– Has low control over manufacturing and marketing
– Offers lower potential returns (shared with licensee)
– Involves risk of licensee imitating technology and
product for own use
– May have inflexible ownership arrangement
• 3. Strategic Alliances
– Involve shared risks and resources
– Facilitate development of core competencies
– Involve fewer resources and costs required for entry
– May involve possible incompatibility, conflict, or lack of trust with
partner
– Are difficult to manage
• 4. Acquisitions
– Allow for quick access to market
– Involve possible integration difficulties
– Are costly
– Have complex negotiations and transaction
requirements
• 5. New Wholly-Owned Subsidiary
– Is costly
– Involves complex processes
– Allows for maximum control
– Has the highest potential returns
– Carries high risk
– Greenfield venture: Establish entirely new subsidiary
• Dynamics of Mode of Entry: Use the best suited to the
situation at hand; affected by several factors
– Export, licensing and strategic alliance: good tactics for early market
development
– Strategic alliance: used in more uncertain situations
– Wholly-owned subsidiary may be preferred if
• IP rights in emerging economy not well protected
• Number of firms in industry is growing fast
• Need for global integration is high
– Acquisitions or greenfield ventures: secure a stronger
presence in international markets
Strategic Competitive Outcomes
• International diversification: firm expands sales of its goods
or services across the borders of global regions and countries into
different geographic locations or markets
• Implementation follows selection of international strategy and

mode of entry
• 1. International diversification and returns

• 2. International diversification and innovation
• 3. Complexity of managing multinational firms
(Cont’d)
• 1. International diversification and returns
– As international diversification increases, firms’ returns initially decrease, but then
increase quickly as the firm learns to manage international expansion
• 2. International diversification and innovation

– Exposure to new products and markets
– Opportunity to integrate new knowledge into operations
– Generation of resources to sustain innovation efforts
• 3. Complexity of managing multinational firms

– Geographic dispersion
– Costs of coordination
– Logistical costs
– Trade barriers
– Cultural diversity
– Host government
Risk in the International Environment
Risks in International Environment
1.Political risks
– Government instability
– Conflict or war
– Government regulations
– Conflicting and diverse legal authorities
– Potential nationalization of private assets
– Government corruption
– Changes in government policies
(Cont’d)
• 2. Economic risks
– Differences and fluctuations in currency values
– Investment losses due to political risks
• Limits to international expansions: management problems

– Geographic dispersion
– Trade barriers
– Logistical costs
– Cultural diversity
– Other differences by country
– Relationship between organization and host country

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Chapter 8: International Strategy

Chapter 8: International Strategy (IS)

• Four primary reasons

Related and Supporting industries: Supporting services,

 Type of corporate strategy selected will have an impact on the

 Some corporate strategies provide individual country units with

 Others dictate business-level strategies from the home office in

• International corporate-level strategy is required when the firm

• The headquarters unit guides the strategy.

• The international corporate-level strategies vary in terms of two

• Implementation follows selection of international strategy and

• 1. International diversification and returns

• 2. International diversification and innovation

• 3. Complexity of managing multinational firms

• Limits to international expansions: management problems

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