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26 Cards in this Set
- Front
- Back
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Steps in developing international and global strategies |
1. Establish Mission and Objectives 2. Assess External Environment 3. Analyze Internal Factors 4. Evaluate Global and International Strategic Alternatives 5. Evaluate Entry Strategy Alternatives 6. Decide on Strategy |
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Global and Cross-Border Alliances: Motivations and Benefits |
1. To avoid import barriers, licensing requirements, and other protectionist legislation 2. To hare the costs and risks of the research and development of new products and processes 3. To gain access to specific markets, such as China and Russia, where regulations favor domestic companies 4. To reduce political risk while making inroads into a new market 5. To gain rapid entry into a new or consolidating industry and to take advantage of synergies |
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The dual role of strategic alliances |
Cooperative and competitive |
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Advantages of Exporting |
Low risk No long-term assets Easy market access and exit |
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Advantages of Licensing |
No asset ownership risk Fast market access Avoids regulations and tariffs |
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Advantages of Franchising |
Little investment or risk Fast market access Small business expansion |
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Advantages of Contract manufacturing/offshoring |
Limited cost and risk Short-term commitment |
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Advantages of Service-sector outsourcing |
Lower employment costs |
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Advantages of Turnkey operations |
Access to high skills and markets Revenue from skills and technology where FDI restricted |
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Advantages of Management contracts |
Low-risk access to further strategies |
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Advantages of joint ventures |
Insider access to markets Share costs and risk Leverage partner's skill base, technology, local contracts |
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Advantages of wholly owned subsidiaries |
Realize all revenues and control Global economies of scale Strategic coordination Protect technology and skill base |
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Advantages of e-business |
Rapid entry into (or exit from) new markets (often through alliance or purchase of local websites) Relatively low risk |
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Cultural dimensions associated with participative leadership |
Low power distance and feminine culture |
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Participative leader |
The use of both work- or task-centered and people centered approachesto leading subordinates |
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Paternalistic Leader |
The use of work-centered behavior coupled with a protective employeecentered concern |
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Cultural dimensions associated with paternalistic leadership |
Mid-range power distance &collectivism culture |
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Authoritarian Leader |
The use of work-centered behavior designed to ensure taskaccomplishment |
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Cultural dimensions associated with authoritarian leadership |
High power distance culture |
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Universal impediments to leadership effectiveness |
Being a loner Non-cooperative Dictatorial |
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Universal qualities of leadership effectiveness |
Trustworthiness Visionary Inspirational and motivating Communicative |
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Three dimensions to consider in labor relations |
The participation of labor in firm affairs The role and impact of unions Human resource policies |
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Characteristics of successful expatriates |
Managerial skills Tolerance for ambiguity Multiple perspectives Ability to work with others Ability to do business overseas |
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The different stages of going into a foreign environment |
1. Honeymoon 2. Irritation and hostility 3. Gradual adjustment 4. Biculturalism |
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The greatest predictive value of the success of an expatriate |
Adaptability |
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Global functional structure |
Based on the company's functions (production, marketing, finance, etc.) |
