TAILIEUCHUNG - Lecture Crafting and executing strategy: Chapter 7 - Thompson, Peteraf, Gamble, Strickland

Chapter 7 - Strategies for competing in international markets. In this chapter you will learn: Develop an understanding of the primary reasons companies choose to compete in international markets, learn how and why differing market conditions across countries influence a company's strategy choices in international markets, learn about the five major strategic options for entering foreign markets,. | CHAPTER 7 STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS STUDENT VERSION To further exploit core competencies To spread business risk across a wider market base To gain access to new customers To achieve lower costs through economies of scale, experience, and increased purchasing power To gain access to resources and capabilities located in foreign markets WHY COMPANIES DECIDE TO ENTER FOREIGN MARKETS WHY COMPETING ACROSS NATIONAL BORDERS MAKES STRATEGY-MAKING MORE COMPLEX 1. Different countries have different home-country advantages in different industries 2. Location-based value chain advantages for certain countries 3. Differences in government policies, tax rates, and economic conditions 4. Currency exchange rate risks 5. Differences in buyer tastes and preferences for products and services THE DIAMOND FRAMEWORK Answers important questions about competing on an international basis by: Predicting where new foreign entrants are likely to come from and their strengths. Highlighting foreign market opportunities where rivals are weakest. Identifying the location-based advantages of conducting certain value chain activities of the firm in a particular country. 7–4 REASONS FOR LOCATING VALUE CHAIN ACTIVITIES ADVANTAGEOUSLY Lower wage rates Higher worker productivity Lower energy costs Fewer environmental regulations Lower tax rates Lower inflation rates Proximity to suppliers and technologically related industries Proximity to customers Lower distribution costs Available\unique natural resources THE IMPACT OF GOVERNMENT POLICIES AND ECONOMIC CONDITIONS IN HOST COUNTRIES Positives Tax incentives Low tax rates Low-cost loans Site location and development Worker training Negatives Environmental regulations Subsidies and loans to domestic competitors Import restrictions Tariffs and quotas Local-content requirements Regulatory approvals Profit repatriation limits Minority ownership limits THE RISKS OF ADVERSE EXCHANGE RATE SHIFTS Effects of Exchange Rate Shifts: .

• Quản trị kinh doanh
• Competitive advantage
• Lecture Crafting and executing strategy
• Crafting strategy
• Executing the strategy
• Company’s strategy
• Distinctive strategy
• The mediating effect of entrepreneurial marketing
• The relationship between environmental turbulence
• Dynamic capability with sustainable competitive advantage
• An empirical study in Indonesian MSMEs
• Sustainable competitive advantage
• SEM PLS developed a model showing
• The competitive advantage of small and medium sized enterprises
• The competitive advantage of smal
• Medium sized enterprises
• Fundamentals of marketing
• Lecture fundamentals of marketing
• Marketing mix
• Marketing task
• Marketing management
• Creating competitive advantage
• Strategic management
• Executing strategy
• Business models
• Management information systems
• Introduction to management information systems
• Business information technology
• Information systems
• Achieve competitive advantage
• Differential Advantage
• Identity ManagementStrategic Branding Decisions
• Destination Branding
• Advantage of the firms
• Capital or unskilled labour
• Human resource capital
• Role of human resources
• Five competitive strategies
• Low cost provider strategies
• Best cost provider strategies
• Company’s resources
• Competitive assets
• Principles of Marketing
• Lecture Principles of Marketing
• Marketing strategy
• Competitor analysis
• Competitive strategies
• Market positioning
• Company’s competitive position
• Operations management
• Operations strategy
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Modern competitive strategy
• Competitive strategy
• Strategic planning
• Strategy execution
• Growth and innovation
• Strategy over time
• Company’s external environment
• Competitive forces
• Summary Doctoral thesis
• Enterprise knowledge management system
• Enhancing competitive advantage
• Small and medium enterprises
• Strategic alliances
• Acquisition strategies
• Vertical integration strategies
• Foreign markets
• Strategy options
• Profit sanctuaries
• Emerging industries
• High velocity markets
• Maturing industries
• Entering new businesses
• Strategic partnerships