strategizing, structuring, and learning around the...
TRANSCRIPT
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Chapter 12
Strategizing, Structuring, and Learning Around the World
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Objectives
Describe relationship between strategy and structure
Explain how institutions and resources interact with strategy and structure
Outline challenges with learning, innovation, and knowledge management
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Strategies and Structures
Focus on Large MNEs
International Strategy - The way firms make choices about acquiring and using scarce resources in order to achieve their international objectives
Structure – the way a firm: Arranges domestic and international units
Set relationships among the organizations various elements
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Strategies and Structures
MNEs face two opposing pressures
Pressure to reduce costs
• Always some pressure to cut costs
• Standardization is cheaper
Pressure for local responsiveness
• Standardization may not work
• Semiglobalization
Pressures oppose each other
• Dealt with in integration-responsiveness framework
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Strategies
Global Standardization(product divisions)
Pre
ssu
re t
o r
edu
ce c
ost
s
Response to local conditionsLow
Low
High
Hig
h
Home Replication(International
Division)
Transnational(global matrix)
Localization / Multidomestic(geographic area)
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Strategies
Global Standardization(product divisions)
Pre
ssu
re t
o r
edu
ce c
ost
s
Response to local conditionsLow
Low
High
Hig
h
Home Replication(International
Division)
Transnational(global matrix)
Localization / Multidomestic(geographic area)
Same product everywherePro: low cost
Con: no responsivenessEx: Boeing
Upstream centralizeddownstream localized
Pro: cost efficient and responsiveCon: complexity, difficult
Ex: GM
Each region stands alonePro: Responsiveness
Con: high costs,Ex: MTV
Duplicates home operationsPro: easy to do
Con: lacks responsivenessEx: McDonalds, Microsoft
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Organizational Structures
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Structures
International division: Used for home replication strategy (young firms) Int’l division often functions as silo, marginalized
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Structures
Geographic Area Structure – organizes around geographic areas
Locally responsive, costly
Reduces duplication of regional experts• only need on expert on each region
Increases duplication of product experts• Now need product experts for each region
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Structures
Global product division – division responsible for product globally
Cost efficient, not locally responsive
Reduces duplication of product experts
• Don’t need a product expert in each country
Increases duplication of regional experts
• Need a country expert in each product division
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Structures
Headquarters
Asia Europe
Product Division 2
Product Division 1
You: Trying to make everyone
happy
• Global matrix – sharing responsibility and experts across product and geographic divisions
– Objective: cost efficient and responsive (?????)
– Reality: Difficult to deliver
– Layers of management -> slow decision speed
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Matrix Structure
Dow Chemical CEO:
“We were an organization that was matrixedand depended on teamwork, but there was no one in charge. When things went well, we didn’t know whom to reward; and when things went poorly, we didn’t know whom to blame.”
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Restructuring
Red
uce
Co
sts
Responsive
InternationalDivision
GlobalMatrix
AlternatePaths
• Restructured around– Products
– Geography
• Layers of management added– Until global matrix
• Bog down, start over
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Marketing Mix
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Marketing Mix
Standardization
Cost savings/easier to control
• Advertising, promo materials, training…
• Economies of scale and experience
Often not effective Need some amount of localization
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Marketing Mix
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Most Recognized Brands
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Most Recognized Brands
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Sensitivity to Foreign Environment
InsensitiveHighly
Sensitive
Industrial products and
services
Basic Consumer Staples
High style and faddish consumer
products
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Standardization
Industrial Products
Many can be sold unchanged worldwide
• Changes may be cosmetic
– i.e. language of instructions
Some may need modification
• Developing countries:
–Overload of equipment
–Maintenance
• Local legal requirements limit standardization
–Design to meet strictest standard
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Different Conditions
thehindu.com
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Overlo
aded
truck h
aulin
g rice, sou
rce: telegrap
h.co
.uk
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Localization
Consumer Products
Require greater modification than industrial
Greater dissimilarity as you go down in income
• High end products (i.e. Rolex) may cross cultures
• Lower end products (lunchboxes) may need more adaptation
Some can be sold unchanged to certain segments
• Large automobiles, sporting equipment, and perfumes…
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Localization
Reasons for localizing
Culture
• Colors, brand name, tastes, language
Legal
• Pollution, consumer protection, safety
Economic
• Income levels
Physical environment
• Heat, humidity, altitude, rough roads
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Total Product
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Marketing Mix
Messaging
Pro
du
ct Sam
eD
iffe
ren
tSame Different
Industrial Products
Cheaper, stripped down
version
Honda Motorcycles: fun vs. fuel efficient
Tang: sweetened and sold for all day consumption in L.A.
Cheap!!!
Most Expensive
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Knowledge Management
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Home Replication
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Knowledge Management
Important for both explicit and tacit
Can be defining feature of successful MNEs
StrategyHome
Replication LocalizationGlobal
Standardization Transnational
Interdependence
Role of foreign subsidiaries
Development and diffusion of knowledge
Flow of knowledge and people
Moderate
Replicate HQ ideas
Developed at HQ -> outward
From headquarters to subsidiaries
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Localization or Multidomestic
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Knowledge Management
Important for both explicit and tacit
Can be defining feature of successful MNEs
StrategyHome
Replication LocalizationGlobal
Standardization Transnational
Interdependence
Role of foreign subsidiaries
Development and diffusion of knowledge
Flow of knowledge and people
Moderate Low
Replicate HQ ideas
Sensing and exploring local opportunities
Developed at HQ -> outward
Developed and retained within subsidiary
From headquarters to subsidiaries
Limited flow
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Global Standardization
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Knowledge ManagementImportant for both explicit and tacit
Can be defining feature of successful MNEs
StrategyHome
Replication LocalizationGlobal
Standardization Transnational
Interdependence
Role of foreign subsidiaries
Development and diffusion of knowledge
Flow of knowledge and people
Moderate Low Moderate
Replicate HQ ideas
Sensing and exploring local opportunities
Implementing HQ’s plan
Developed at HQ -> outward
Developed and retained within subsidiary
Developed and retained at key location
From headquarters to subsidiaries
Limited flowExtensive flow from center to subsidiaries
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Transnational (Matrix)
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Knowledge ManagementImportant for both explicit and tacit
Can be defining feature of successful MNEs
StrategyHome
Replication LocalizationGlobal
Standardization Transnational
Interdependence
Role of foreign subsidiaries
Development and diffusion of knowledge
Flow of knowledge and people
Moderate Low HighModerate
Replicate HQ ideas
Sensing and exploring local opportunities
Implementing HQ’s plan
Contribute to the whole
Developed at HQ -> outward
Developed and retained within subsidiary
Developed and retained at key location
Developed jointly and shared
From headquarters to subsidiaries
Limited flowExtensive flow from center to subsidiaries
Extensive flow in multiple directions
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Implications for Action
Understand the rules of the game Formal and informal
Understand the different structures and strategies Which is appropriate for what situation and pattern of re-
organization
Manage the knowledge flow well Foreign subsidiaries are boots on the ground
Information is key to good decisions