全球战略管理ppt_10

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1、1GLOBALSTRATEGICMANAGEMENT10-MultinationalStrategies,Structures,andLearningCopyright©2009Cengage.Allrightsreserved.10–2OutlineMultinationalstrategiesandstructuresAcomprehensivemodelofmultinationalstrategy,structure,andlearningWorldwidelearning,innovation,andknowledgemanagementDebatesandextensi

2、onsThesavvystrategistToyotaas(Almost)No.1For30yearsToyotahasbeenwideningthegapbetweenitselfandrivalsAlmosttheNo.1byvolume2007–70thanniversaryoffoundingand50thsincestartingtoimportintotheUS2007only3000salesawayfromGMwhichhasheldtopspotsince1931Copyright©2009Cengage.Allrightsreserved.10–3Toyotaa

3、s(Almost)No.1MaybedeliberatelyholdingbacktoavoidpossibleprotectionismintheUSToavoidemployeesfrombecomingtooarrogantStartedwithandexportstrategyNowmanufacturesafullvehiclerangein21countries,includingChinaCopyright©2009Cengage.Allrightsreserved.10–4Toyotaas(Almost)No.1InUSToyota:1970=2%ofsales(G

4、M40%)1980=3%1990=8%2000=9%2006=13%(GM26%)2007=16%(GM24%)1995=26factories2007=63factoriesCopyright©2009Cengage.Allrightsreserved.10–5Toyotaas(Almost)No.1HowtokeepToyota,Toyota?2007qualityproblemsConsumerReportsmagazinedropsCamryV6sedan,LexusGS,TundrapickupfromrecommendedlistWouldnolongerrecomme

5、ndToyotawithoutreliabilitydataNolongerassumptionofqualityorreliabilityCopyright©2009Cengage.Allrightsreserved.10–6Toyotaas(Almost)No.1Toyotastepstoaddress‘growingpains’1.Documentedthe‘ToyotaWay’previouslyexplicit2.Increasedtraining3.Morelearningandknowledgetransferamongoverseassubsidiaries,esp

6、eciallyfromCanadaandKentuckyCopyright©2009Cengage.Allrightsreserved.10–7Copyright©2009Cengage.Allrightsreserved.10–8MultinationalStrategiesandStructuresPressuresforcostreductionsandlocalresponsivenessFourstrategicchoicesforMNEs(1)homereplication,(2)multidomestic,(3)global,and(4)transnationalHo

7、mereplicationstrategyemphasizestheinternationalreplicationofhomecountry-basedcompetenciesLocalization(multidomestic)strategyisanextensionofthehomereplicationstrategyGlobalstandardizationstrategyistheoppositeofthemultidomesticstrategyTra