inb-480 8-subsidiary level strategy
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INB-480 8-Subsidiary Level StrategyTRANSCRIPT
Subsidiary Level Strategy
Global Strategic Development
Objectives Identify and describe the level of Global strategy Identify and describe strategic roles Discuss the advantage and disadvantage of different
subsidiary roles Identify and discuss the generic strategies
Introduction In multinational firms strategies are initiated at
two distinct level: Corporate Level Strategy: Strategy for the
multinational firm and all its subsidiaries. Corporate level strategy fundamentally is concerned with the selection of businesses in which the company should compete and acquisition and allocation of resources to its different subsidiaries.
Subsidiary Level Strategy: Strategy for each subsidiary.
Introduction Subsidiary level strategy refers to the game plan of
each subsidiary means the strategic issues are less about the coordination of operating units and more about developing and sustaining a competitive advantage for the goods and services that are produced. positioning the business against rivals anticipating changes in demand and technologies
and adjusting the strategy to accommodate them Crafting strategy that is congruent with the CLS.
Strategic Role of Subsidiaries Strategic role of subsidiaries varies from passive
implementers of headquarters developed strategy to active developer and implementer of strategy tailored to specific subsidiary.
The degree of interdependence is determined by: Environmental condition: high/ low uncertainty Requirement for complex and special knowledge Needs to adapt to local conditions
Types of Subsidiary Level Strategy Support & Implementation Mini-Replica Role Global Product Mandate
Support & Implementation Characteristics:
Multinational firms have dominant corporate strategy Customers usually have same preference thus firms
could avoid the pressure as well as temptation to produce completely different products for different markets
The minor but critical role of subsidiaries is Localization of production. Subsidiaries are involved more in localization than in adaptation.
Support & Implementation Support & Implementation is appropriate when little
strategizing is needed as subsidiaries are facing similar competitive environment and use standard process.
Support & Implementation does not mean total centralized authority, some strategic element of global corporate strategy are dispersed across multiple subsidiaries.
Support & Implementation
Advantages: Performance level is improved Common standard design eliminates the source
of additional cost through economies of scale Creates cost advantage through faster
organization learning Standard global strategy can enhance efficiency Gain strength in pursuing operational efficiency
Support & Implementation
Disadvantages: the strategy is not suitable High environmental uncertainty Customers are increasingly more demanding Customers are less willing to accept global
products When company implements non-routine
production technology that require complex and specific knowledge located at the subsidiary.
Mini-Replica Role Subsidiaries select their own strategies as well as define
their own goals with little interference from the corporate headquarter.
Key challenge is to decentralize the strategy making process without hampering the global integration between the corporate parent and the subsidiaries.
Mini-Replica Role Characteristics
Suitable for Highly uncertain business environment When company implements non-routine production
technology that requires complex and specific knowledge. Difference in customer tastes Highly diversified headquarter Authoritarian subsidiary heads Allocation of resources- weak subsidiaries are allotted
primary shares Retain their own identity
Advantages: Ability to fit the unique business environment through
tailored strategy. Leads to better decision at the subsidiary level Mini-Replica approach speeds up decision making Mini-Replica approach also causes subsidiaries to accept
responsibility and be accountable for their strategy and action.
Mini-Replica Role
Mini-Replica Role Drawbacks:
Very costly approach as products are designed for specific market
Too many product varieties Cooperation between subsidiaries are minimal Sub optimally small production runs /reduced capacity
utilization Higher level of investment in advertising and marketing Global convergence of customer preferences
Global Product Mandate World/ Global Product Mandate are defined as the full
development, production and marketing of a product line in a subsidiary of a multinational firm.
This approach grants subsidiaries the power and authority to undertake high value added activities.
Thus subsidiaries act more like equal partner of the corporate parent.
Global Product Mandate Key reason:
This approach is granted when tariff to operate in certain countries are very high
This approach is granted when firms have to pursue local production.
Global Product Mandate Key Characteristics:
Global Product Mandate grants subsidiaries the power and responsibility to act beyond its market.
The subsidiaries have external oriented strategy unlike Mini-Replica approach, where each subsidiaries produce multiple products for different segments
Subsidiaries have relatively great freedom to enter an leave markets in a timely fashion
Global Product Mandate Implications:
R&D, production, marketing and strategic management will be located at the subsidiary level
Subsidiaries following global product mandate approach have unique control within the multinational for certain products thus their level of global integration are very high.
Subsidiaries are autonomous as they have high degree of independence over strategic product related decision
Pros and Cons of GBM: GBM is similar to Mini Replica Strategy but with a
mandate to develop, produce and market a specific product.
Global Product Mandate
Global Generic Strategy A firm’s relative position within an industry is given by its
choice of competitive advantage. In order to gain competitive advantage managers need to focus on how value is created.
There are two basic types of Competitive Advantage Cost leadership Differentiation
Michael Porter has distinguished four generic strategies that firms can pursue to create value within their organization.
Global Generic Strategy
Global Generic Strategy These are called generic strategies because they are not firm
or industry dependent, they can be employed in any type of business in any industry.
Cost Leadership The main aim is to become the lowest cost producer
relative to local or other foreign rivals in the same market.
This strategy appeal to price sensitive customers.
There are three main ways to pursue this strategy Achieving a high asset turnover. In service industries, this may
mean for example a restaurant that turns tables around very quickly, or an airline that turns around flights very fast. In manufacturing, it will involve production of high volumes of output.
Achieving low direct and indirect operating costs. offering high volumes of standardized products, offering basic no-frills products limiting customization and personalization of service. Production costs are kept low by using fewer
components, using standard components, and limiting the number of models produced to ensure larger production runs.
Overheads are kept low by paying low wages, locating premises in low rent areas, establishing a cost-conscious culture, etc.
Cost Leadership
Control over the supply/procurement chain to ensure low costs.
bulk buying to enjoy quantity discounts, squeezing suppliers on price, instituting competitive bidding for contracts, working with vendors to keep inventories low using
methods such as Just-in-Time purchasing or Vendor-Managed Inventory.
Cost Leadership
Situations: Standardized products Cut throat price competition Price sensitive buyers Less possibilities to achieve product
differentiation Switching cost of buyers are low
Cost Leadership
Differentiation is aimed at the broad market that involves the creation of a product or services that is perceived throughout its industry as unique.
The company or business unit may then charge a premium for its product. This specialty can be associated with design, brand image, technology, features, dealers, network, or customers service.
Differentiation Strategy
Focused Low Cost: it’s a market niche strategy, concentrating on a narrow, specific, and recognizable customer segment and competing with lowest prices, a strategy which requires the subsidiary to be the cost leader in its niche.
Focused Differentiation: it’s a market niche strategy, concentrating on a narrow, specific, and recognizable customer segment and offer its target market something they value highly and which is better suited than other firm’s products to their specific and unique requirements
Focused Strategies
Generic Strategy & Headquarter-Subsidiary Support
Generic Strategies Support from Headquarters
Cost Leadership Strategy
Strong support from HQ to reduce cost Strong cooperation between subsidiaries to share bets
practices to reduce cost
Differentiation Strategy
Very Strong support from HQ to maintain quality and innovation
Very Strong cooperation between subsidiaries to maintain quality and innovation
Focused Cost Leadership
Low support from HQ Very low support from and cooperation between
subsidiaries
Focused Differentiation
Very Strong support from HQ to maintain quality of products and services
Very Strong cooperation between subsidiaries to maintain quality of products and services
Hybrid Strategy/ Integrated strategy Hybrid strategy leads to mediocrity
Stuck in the Middle
Criticism Sustainable competitive advantage rests on the hybrid
strategy. Turbulent global business environment requires firms to
adopt flexible combination of strategies Hybrid strategy deals with may inherent disadvantages
of cost leadership and differentiation strategy.