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International Business Strategy (IBS) -a

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Title: International Business Strategy (IBS) Author: Barakonyi K roly Last modified by: Lilla Created Date: 2/14/2001 10:24:44 AM Document presentation format – PowerPoint PPT presentation

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Title: International Business Strategy (IBS) -a


1
International Business Strategy (IBS) -a
2
Strategies
Desired future
BEST STRATEGY
Present situation
3
Integrated approach to IBS
  • IBS how firms compete in internationally
    competitive markets
  • needs horizontal linkage of various narrow
    disciplines
  • holistic approach IBS eclectic,
    cross-disciplinary

4
Contrasting paradigms
  • a) External context (Porter) gt WHY?
  • environment, competitors
  • competitive advantage
  • b) Resource-based approach (Hamel-Prahalad) gt
    WHAT?
  • firm specific resources
  • forward looking
  • c) Process view (Mintzberg, Waters) gt HOW?
  • management process of change
  • actions, interactions

5
a) External context market specific
  • Strategic Change prescriptive adjustment
  • to external change factors (market, competitors)

International finance
Strategic management
Organizational development
International business
International marketing
IBS
Integrated approach, international aspect, SWOT
6
b) Resource-based approach firm specific
  • Internal firm-based perspective
  • Competitive advantage depend on
  • - resources
  • capabilities
  • Competencies
  • Forward looking

7
c) Process view
  • HOW IBS developed?
  • complexity, ambiguity
  • process of change organizational context
  • how change affects
  • actions
  • reactions
  • interactions of people within organization
  • Merge different complementary strands of
    thinking!

8
strands
spatial aspect
9
Rope metafore
  • While strands separated, they are interrelated
  • From a distance they are not distinguisable -
    outcome is not prescriptive
  • It can be unravelled
  • lack of fit between assumptions
  • Length real time

10
Strategic approach
  • WHY to develop an international business in a
    competing environment?
  • WHAT is the content of strategy
  • (resources, core competencies, anticipated
    performance, time scale)
  • HOW development to be achived? Configure
    resources! Managers? Motivation? Monitoring?
    Evaluating?

11
  • International Business Strategy is concerned
  • ? with the strategic management process, by which
  • ? firms of all size evaluate their changing
    international business environment and
  • ? shape an appropriate organizational response
    that
  • involves the crossing of international borders.

12
  • Spatial perception of competitive opportunities
    and threats
  • board members
  • competitors
  • SWOT
  • moving headquarters
  • Costumer base
  • all customers equidistant
  • Scope and complexity
  • discontinuity resource, managers
  • greater complexity
  • compatibility with market requirements

13
How increasing complexity does relate functional
areas?
  • Marketing
  • Logistics
  • Finance
  • Human resource management
  • Operations

14
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15
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16
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17
  • How functions at Ford
  • were changed
  • according to increasing
  • environmental complexity?

18
The nature of strategy
PERSPECTIVE Internal view Organizations way of
doing people, processes
POSITION How products and services positioned
on a market? An external contextual view of
strategy
  • strategy difficoult to define
  • Mintzberg


PLAN
PATTERN
POSITION
PATTERN Consistent pattern of behaviour How a
firm operates?
PLAN Takes the future into account and firm
follows the plan Difficoulties in prediction
PERSPECTIVE
19
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20
Strategy development
Deliberate strategies
Realized strategies
Unrealized strategy
Emergent strategies
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