International Competitive Strategy

1
International Competitive Strategy

• Chapter 13

2
International Strategy

• Why is it important?
• International Strategy
• Competitive Advantage
• Develop skills and competencies
• Global Strategic Planning
• Definition
• Considerations
• Historical v. present day

3
Process

• Analyze Companys External Environments
• Analyze Corporate Controllable Variables
• Define the Corporate Business, Vision, and
  Mission Statements
• Set Corporate Objectives
• Quantify Goals
• Formulate the Competitive Strategy
• Prepare Tactical Plans

4
Analyze Companys External Environments

• Little control
• Five trends
• Interdependent economy
• Global competitiveness and growth
• Consolidate distribution channels
• Growth patterns
• Volatile and uncertain world

5
Analyze Corporate Controllable Variables

• The Big Picture
• Linkages
• What does it do?
• Knowledge as a Resource
• How important is it?
• How to use it?

6
Define the Corporate Business, Vision, and
Mission Statements

• What are they?
• What do they do?

7
Set Corporate Objectives

• Objectives
• McDonalds
• Vision
• Objectives

8
Quantify Goals

• What does this mean?
• Why is it effective?
• Nonquantifiable

9
Formulate the Competitive Strategy

• Competitive Strategies
• Considerations
• Trade-off
• Forms
• Global
• When to use it?
• Problems
• Multidomestic
• When to use it?
• Problems

10
Formulate the Competitive Strategy

• Forms
• Transnational
• Both
• Upstream
• Downstream
• General
• Scenarios
• Contingency plans

11
Prepare Tactical Plans

• Short-term
• Strategy v. Tactical

12
Planning

• Sales Forecast
• Sales Budget
• Implementation Facilitators
• Policies
• Procedures
• Kinds of Plans
• Time Horizon
• Level in organization

13
Planning

• Methods of Planning
• Top-Down planning
• Advantages
• Disadvantages
• Bottom-up planning
• Advantages
• Disadvantages
• Iterative planning

14
New Direction in Planning

• History
• Who Does It
• How It Is Done
• Contents of the Plan
• Summary
• Top management
• Exercise in forecasting? Exercise in creativity
• Focus on quick recognition of change
• Try to persuade action
• Restore corm line management

15
Competitive Forces

• Where to Get Information?
• Within the firm
• Published material
• Suppliers/ customers
• Competitors employees
• Direct observation or physical evidence
• Benchmarking
• Steps
• Types
• Internal
• Competitive
• Functional
• Generic