This document provides an overview of an MBA course on advanced strategic management. The course aims to help students gain expertise in strategic management concepts and techniques. It seeks to develop students' capacity as general managers by enhancing their understanding of business problems from a strategic perspective and their ability to develop innovative strategic solutions. The document outlines the key concepts that will be covered in the course, including strategic analysis frameworks, sources of competitive advantage, and tools for evaluating strategy options.

1. MBA290:
ADVANCED
STRATEGIC
MANAGEMENT
Professor Stanley Han
College of Business Administration
hans@csus.edu
1

2. Course Overview: Objectives
 To acquire familiarity with the principal concepts,
frameworks and techniques of strategic management.
 To gain expertise in applying these concepts,
frameworks and techniques in order to
- understand the reasons for good or bad
performance by an enterprise,
- generate strategy options for an enterprise,
- assess available options under conditions of
imperfect knowledge,
- select the most appropriate strategy,
- recommend the best means of implementing the
chosen strategy.
2

3. Course Overview: Objectives (cont’d)
 To integrate the knowledge gained in previous
courses.
 To develop your capacity as a general manager in
terms of
- an appreciation of the work of the general
manager,
- the ability to view business problems from a
general management perspective,
- the ability to develop original and innovative
approaches to strategic problems,
- developing business judgment.
3

4. THE CONCEPT OF
THE CONCEPT OF
STRATEGY
STRATEGY
The Concept of Strategy and the Pursuit of
Sustainable Above-Normal Profits

5. Domain of Strategy
Domain of Strategy
• strategic competitiveness and above normal returns
• concerns managerial decisions and actions which
materially affect the success and survival of business
enterprises
• involves the judgment necessary to strategically
position a business and its resources so as to
maximize long-term profits in the face of irreducible
uncertainty and aggressive competition
• strategy is the linkage between a business and its
current and future environment

6. Definition
Definition
• The determination of the long run goals
and objectives of an enterprise, the
adoption of courses of action and the
allocation of resources necessary for
carrying out these goals
Alfred Chandler, Strategy and Structure

7. Levels of Strategy
CORPORATE CORPORATE
STRATEGY HEAD OFFICE
BUSINESS
STRATEGY Division A Division B
R&D R&D
FUNCTIONAL Personnel Personnel
STRATEGIES
Finance Finance
Production Production
Marketing/Sales Marketing/Sales

8. Levels of Strategy
Levels of Strategy
• Corporate strategy... defines the scope of the
business in terms of the industries and markets in
which it competes.
• includes decisions about diversification, vertical
integration, acquisitions, new ventures,
divestments, allocation of scarce resources
between business units
• Business strategy... is concerned with how the firm
competes within a particular industry or market... to
win a business unit must adopt a strategy that
establishes a competitive advantage over its rivals.
• Functional strategy... the detailed deployment of
resources at the operational level

9. Common Elements in Successful Strategy
Common Elements in Successful Strategy
Successful
Strategy
EFFECTIVE IMPLEMENTATION
Profound Objective
Long-term, simple
understanding of appraisal of
and agreed upon
the competitive resources
objectives
environment
$

10. Strategy as a Quest for Profit
Strategy as a Quest for Profit
• The stakeholder approach : The firm is a coalition of interest groups
—it seeks to balance their different objectives
 The shareholder approach : The firm exists to maximize the wealth of
its owners (= max. present value of profits over the life of the firm)
For the purposes of strategy analysis we assume that the primary goal
of the firm is profit maximization.
Rationale:
1) Boards of directors legally obliged to pursue shareholder interest
2) To replace assets firm must earn return on capital > cost of capital
(difficult when competition strong).
3) Firms that do not max. stock-market value will be acquired
Hence: Strategy analysis is concerned with identifying and accessing
the sources of profit available to the firm

11. From Profit Maximization to Value Maximization
From Profit Maximization to Value Maximization
• Profit maximization an ambiguous goal
– Total profit vs. Rate of profit
– Over what time period?
– What measure of profit?
– Accounting profit versus economic profit (e.g. Economic
Value Added: Post-tax operating profit less cost of capital
Maximizing the value of the firm:
Max. net present value of free cash flows: max. V = Σ t Ct
(1 + r)t
Where: V market value of the firm.
Ct free cash flow in time t
r weighted average cost of capital

12. The World’s Most Valuable Companies:
The World’s Most Valuable Companies:
Performance Under Different Profitability Measures
Performance Under Different Profitability Measures
COMPANY MARKET NET RETURN RETURN RETURN RETURN
CAP. INCOME ON ON ON TO
($BN.) ($BN) SALES EQUITY ASSETS SHARE-
(%) (%) (%) HOLDERS
(%)
Exxon Mobil 372 36.1 19.9 34.9 17.8 11.7
General Electric 363 16.4 10.7 22.2 14.7 (1.5)
Microsoft 281 12.3 40.3 30.0 18.8 (0.9)
Citigroup 239 24.6 22.0 21.9 1.5 4.6
BP 233 22.3 9.9 27.9 10.7 10.2
Bank of America 212 16.5 27.0 14.1 1.2 2.4
Royal Dutch Shell 211 25.3 14.7 26.7 11.6 11.8
Wal-Mart 197 11.2 5.5 21.4 8.1 (10.3)
Toyota Motor 197 12.1 10.7 13.0 4.8 (22.1)
Gazprom 196 7.3 28.1 9.8 7.1 n.a.
HSBC 190 15.9 23.0 16.3 1.0 (11.8)
Procter & Gamble 190 8.7 17.3 13.7 6.4 7.2

13. Shareholder Value Maximization and Strategy Choice
Shareholder Value Maximization and Strategy Choice
The Value Maximizing Approach to Strategy Formulation:
• Identify strategy alternatives
• Estimate cash flows associated with cash strategy
• Estimate cost of capital for each strategy
• Select the strategy which generates the highest NPV
Problems:
• Estimating cash flows beyond 2-3 years is difficult
• Value of firm depends on option value as well as DCF value
Implications for strategy analysis:
• Some simple financial guidelines for value maximization
a) On existing assets—maximize after-tax rate of return
b) On new investment—seek rate of return > cost of capital
• Utilize qualitative strategy analysis to evaluate future profit
potential

14. A Comprehensive Value Metrics Framework
A Comprehensive Value Metrics Framework
Shareholder Intrinsic Financial Value
Value Value Indicators Drivers
Measures: Sources:
Measures: Measures:
• Market value of the • Market share
• Discounted cash • Return on Capital
firm • Scale economies
flows • Growth (of
•Market value added • Innovation
•Real option values revenues & operating
(MVA) • Brands
profits
•Return to
•Economic profit (EVA)
shareholders

15. Sources of Superior Performance
Sources of Superior Performance
Above Normal
Profits
(in Excess of the Competitive Level)
Avoid Be Better Than
Competitors Competition
Attractive Attractive Attractive
Industry Strategic Niche Cost Differentiation
Group Advantage Advantage
Entry Mobility Isolating
Barriers Barriers Mechanisms

16. Sources of Competitive Advantage
Sources of Competitive Advantage
COST
COST
t
ro duc ADVANTAGE
ADVANTAGE
rp t
mil
a cos
Si er
at low
COMPETITIVE
COMPETITIVE
ADVANTAGE
ADVANTAGE Pri
fro ce
m pre
un mi
iqu um
ep
rod DIFFERENTIATION
DIFFERENTIATION
uc
t ADVANTAGE
ADVANTAGE

17. The Experience Curve
The Experience Curve
The “Law of Experience”
1992 The unit cost value added to a standard product
declines by a constant % (typically 20-30%) each
time cumulative output doubles.
1994
Cost per
unit of
output (in 1996
real $)
1998
2000
2002 2004
Cumulative Output

18. Examples of Experience Curves
Examples of Experience Curves
Japanese clocks & watches, 1962-72 UK refrigerators, 1957-71
50 100 200 300
20K 30K
1960 Yen
Price Index
15K
75%
70% slope
100K 200K 500K 1,000K 5 10 50
Accumulated unit production Accumulated units
(millions) (millions)

19. Drivers of Cost Advantage
Drivers of Cost Advantage
ECONOMIES OF SCALE • Indivisiblities
• Specialization and division of labor
ECONOMIES OF LEARNING • Increased dexterity
• Improved organizational routines
• Process innovation
PRODUCTION TECHNIQUES • Reengineering business processes
PRODUCT DESIGN • Standardizing designs & components
• Design for manufacture
• Location advantages
INPUT COSTS • Ownership of low-cost inputs
• Non-union labor
• Bargaining power
CAPACITY UTILIZATION • Ratio of fixed to variable costs
• Speed of capacity adjustment
RESIDUAL EFFICIENCY • Organizational slack; Motivation &
culture; Managerial efficiency

20. Economies of Scale: The Long-Run
Economies of Scale: The Long-Run
Cost Curve for a Plant
Cost Curve for a Plant
Sources of scale economies:
- technical input/output relationships
- indivisibilities
- specialization
Cost per
unit of
output
Minimum Units of output
Efficient Plant per period
Size: the point
where most scale
economies are
exhausted

21. Scale Economies in Advertising: U.S. Soft Drinks
Scale Economies in Advertising: U.S. Soft Drinks
Despite the massive advertising budgets of brand leaders Coke and Pepsi, their main
brands incur lower advertising costs per unit of sales than their smaller rivals.
0.20
Advertising Expenditure ($ per case)
Schweppes
SF Dr. Pepper
0.15
Tab
Diet 7-Up Diet Pepsi
Diet Rite
0.10
Fresca
Seven Up
0.05
Sprite Dr. Pepper
Pepsi
Coke
0.02
10 20 50 100 200 500 1,000
Annual sales volume (millions of cases)

22. Applying the Value Chain to Cost Analysis:
Applying the Value Chain to Cost Analysis:
The Case of Automobile Manufacture
The Case of Automobile Manufacture
STAGE 1. IDENTIFY THE PRINCIPLE ACTIVITIES
R&D TESTING, GOODS SALES DISTRI- DEALER &
PARTS
PURCH- DESIGN COMPONENT ASSEMBLY QUALITY INVEN- &
INVEN- BUTION CUSTOMER
ASING ENGNRNG MFR CONTROL TORIES MKITG SUPPORT
TORIES
STAGE 2. ALLOCATE TOTAL COSTS

23. Applying the Value Chain to Cost Analysis: The Case
Applying the Value Chain to Cost Analysis: The Case
of Automobile Manufacture (continued)
of Automobile Manufacture (continued)
--Plant scale for each -- Level of quality targets -- No. of dealers
STAGE 3. component -- Frequency of defects -- Sales / dealer
IDENTIFY -- Process technology -- Level of dealer
-- Plant location support
COST -- Run length -- Frequency of defects
DRIVERS -- Capacity utilization under warranty
PARTS R&D COMPONENT ASSEMBLY TESTING, GOODS
PURCH- SALES
INVEN- DESIGN QUALITY INVEN- DISTRI- DEALER &
ASING MFR &
TORIES ENGNRNG CONTROL TORIES BUTION CUSTOMER
MKITG SUPPORT
Prices paid --Size of commitment -- Plant scale --Cyclicality &
depend on: --Productivity of -- Flexibility of production predictability of sales
-- Order size R&D/design -- No. of models per plant --Customers’
--Purchases per --No. & frequency of new -- Degree of automation willingness to wait
supplier models -- Sales / model
-- Bargaining power -- Wage levels
-- Supplier location -- Capacity utilization

24. Applying the Value Chain to Cost Analysis: The Case
Applying the Value Chain to Cost Analysis: The Case
of Automobile Manufacture (continued)
of Automobile Manufacture (continued)
STAGE 4. IDENTIFY LINKAGES
Designing different models around
Consolidation of orders to increase common components and platforms
discounts, increases inventories reduces manufacturing costs
PRCHSNG PARTS R&D COMPONENT ASSEM- TESTING GOODS SALES DSTRBTN DLR
INVNTRS DESIGN MFR BLY QUALITY INV MKTG CTMR
Higher quality parts and materials Higher quality in manufacturing
reduces costs of defects reduces warranty costs
at later stages
STAGE 5. RECCOMENDATIONS FOR COST REDUCTION

25. The Nature of Differentiation
The Nature of Differentiation
DEFINITION: “Providing something unique that is valuable to the
buyer beyond simply offering a low price.” (M. Porter)
THE KEY IS TO CREATE VALUE FOR THE CUSTOMER
TANGIBLE DIFFERENTATION INTANGIBLE
Observable product characteristics: DIFFERENTATION
• size, color, materials, etc. Unobservable and subjective
• performance characteristics that appeal to
• packaging customer’s image, status,
• complementary services identity, and desire for exclusivity
TOTAL CUSTOMER RESPONSIVENESS
Differentiation not just about the product, it embraces the whole
relationship between the supplier and the customer.

26. Identifying Differentiation Potential:
Identifying Differentiation Potential:
The Demand Side
The Demand Side
THE PRODUCT What needs What are key
does it satisfy? attributes? FORMULATE
DIFFERENTIATION
Relate patterns of STRATEGY
customer
preferences to • Select product
By what
product attributes positioning in relation
criteria do they
to product attributes
choose?
THE • Select target
CUSTOMER What price
customer group
premiums do
product attributes • Ensure customer /
command? product compatibility
What What are • Evaluate costs and
motivates demographic, benefits of
them? sociological, differentiation
psychological
correlates of customer
behavior?

27. Using the Value Chain to Identify
Using the Value Chain to Identify
Differentiation Potential on the Supply Side
Differentiation Potential on the Supply Side
MIS that supports Training to support Unique product features.
fast response customer service Fast new product
capabilities excellence development
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
INBOUND OPERATIONS OUTBOUND MARKETING SERVICE
LOGISTICS LOGISTICS & SALES
Customer technical
support. Consumer
credit. Availability of
Quality of Defect free Fast delivery. Building brand spares
components & products. Efficient order reputation
materials Wide variety processing

28. Identifying Differentiation Opportunities through
Identifying Differentiation Opportunities through
Linking the Value Chains of the Firm and its
Linking the Value Chains of the Firm and its
Customers: Can Manufacture
Customers: Can Manufacture
1
5
2 3 4
Inventory holding
Supplies of steel
Inventory holding
Inventory holding
technical support
Manufacturing
& aluminum
Purchasing
Distribution
Processing
Engineering
Marketing
Distribution
Purchasing
Canning
Service &
Design
Sales
CAN MAKER CANNER
1. Distinctive can design can assist canners’ marketing activities.
2. High manufacturing tolerances can avoid breakdowns in customer’s canning lines.
3. Frequent, reliable delivery can permit canner to adopt JIT can supply.
4. Efficient order processing system can reduce customers’ ordering costs.
5. Competent technical support can increase canner’s efficiency of plant utilization.

29. INDUSTRY ANALYSIS
INDUSTRY ANALYSIS
AND POSITIONING
AND POSITIONING
Determining Industry Attractiveness and
Identifying Strategic Opportunities

30. Profitability of US Industries (selected industries only)
Profitability of US Industries (selected industries only)
Median return on equity (%), 1999-2005
Household & Personal Products 22.7 Gas & Electric Utilities 10.4
Pharmaceuticals 22.3 Food and Drug Stores 10.0
Tobacco 21.6 Motor Vehicles & Parts 9.8
Food Consumer Products 19.6 Hotels, Casinos, Resorts 9.7
Securities 18.9 Railroads 9.0
Diversified financials 18.3 Insurance: Life and Health 8.6
Beverages 18.8 Packaging & Containers 8.6
Mining & crude oil 17.8 Insurance: Property & Casualty 8.3
Petroleum Refining 17.3 Building Materials, Glass 8.3
Medical Products & Equipment 17.2 Metals 8.0
Commercial Banks 15.5 Food Production 7.2
Scientific & Photographic Equipt. 15.0 Forest and Paper Products 6.6
Apparel 14.4 Semiconductors &
Computer Software 13.9 Electronic Components 5.9
Publishing, Printing 13.5 Telecommunications 4.6
Health Care 13.1 Communications Equipment 1.2
Electronics, Electrical Equipment 13.0 Entertainment 0.2
Specialty Retailers 13.0 Airlines (22.0)
Computers, Office Equipment 11.7

31. The Profitability of Global Industries: Return on Invested Capital, 1963-2003
Utilities 6.2
Telecom services 6.5
Transporation 6.9
Energy 7.7
Materials 8.4
OVERALL AVERAGE 9
Retailing 9
Consumer durables and apparel 9.5
Food retailing 9.6
Capital goods 9.9
Automobiles and components 9.9
Technology hardware and equipment 10.3
Hotels, restaurants, leisure 10.3
Food, beverages, tobacco 11
Healthcare equipmernt and services 11.3
Semiconductors 11.9
Commercial services 12.8
Media 14.7
Computer software and services 15
Household and personal products 15.2
Pharmaceuticals 18.4
0 5 10 15 20
Average ROIC 1963-2003 (%)

32. From Environmental Analysis
From Environmental Analysis
to Industry Analysis
to Industry Analysis
The national/ The natural
international environment
economy THE INDUSTRY
ENVIRONMENT
Demographic
Technology • Suppliers structure
• Competitors
• Customers
Government Social structure
& Politics
•The Industry Environment lies at the core of the Macro Environment.
•The Macro Environment impacts the firm through its effect on the Industry
Environment.

33. Drawing Industry Boundaries ::
Drawing Industry Boundaries
Identifying the Relevant Market
Identifying the Relevant Market
• What industry is BMW in:
– World Auto industry
– European Auto industry
– World luxury car industry?
• Key criterion: SUBSTITUTABILITY
– On the demand side : are buyers willing to substitute between
types of cars and across countries
– On the supply side : are manufacturers able to switch
production between types of cars and across countries
• We may need to analyze industry at different levels of
aggregation for different types of decision

34. The Spectrum of Industry Structures
The Spectrum of Industry Structures
Perfect
Oligopoly Duopoly Monopoly
Competition
Concentration Many firms A few firms Two firms One firm
Entry and Exit No/Low barriers Significant barriers High barriers
Barriers
Product Homogeneous
Differentiation Potential for product differentiation
Product
Perfect
Information Imperfect availability of information
Information flow

35. Porter’s Five Forces of Competition Framework
Porter’s Five Forces of Competition Framework
SUPPLIERS
Bargaining power of suppliers
INDUSTRY
COMPETITORS
POTENTIAL Threat of Threat of
SUBSTITUTES
ENTRANTS
new Rivalry among substitutes
entrants existing firms
Bargaining power of buyers
BUYERS

36. The Structural Determinants of Competition
The Structural Determinants of Competition
SUPPLIER POWER
• Supplier concentration
• Relative bargaining
power
THREAT OF ENTRY INDUSTRY RIVALRY SUBSTITUTE
•Capital requirements •Concentration COMPETITION
•Economies of scale •Diversity of
•Absolute cost advantage competitors • Buyers’ propensity
•Product differentiation to substitute
•Product differentiation
• Relative prices &
•Access to distribution •Excess capacity &
channels exit barriers performance of
substitutes
•Legal/ regulatory barriers •Cost conditions
•Retaliation
BUYER POWER
• Buyers’ price sensitivity
• Relative bargaining
power

37. SUPPLIER POWER
LOW
DRUG
INDUSTRY
(ROE=22%)
THREAT OF ENTRY
LOW INDUSTRY
COMPETITIVENESS
•economies of scale LOW THREAT OF
•capital requirements SUBSTITUTES
for R&D and clinical •high concentration LOW
trials •product differentiation
•product differentiation •patent protection No substitutes.
•control of distribution •steady demand growth (Changing as managed care
channels •no cyclical fluctuations encourages generics.)
•patent protection of demand
BUYER POWER
LOW
Physician as buyer:
Not price sensitive
No bargaining power.
(Changing with managed care.)

38. Applying Five-Forces Analysis
Applying Five-Forces Analysis
Forecasting Industry Profitability
• Past profitability a poor indicator of future
profitability.
• If we can forecast changes in industry
structure we can predict likely impact on
competition and profitability.
Strategies to Improve Industry Profitability
• What structural variables are depressing profitability
• Which of these variables can be changed by
individual or collective strategies?

39. Neutralizing The Five
Neutralizing The Five
Competitive Forces
Competitive Forces
Force Method for Neutralizing Force
Entry Erecting barriers (isolating
mechanisms) create & exploit economies of
scale, aggressive deterrence, design in switching
costs, etc.
Rivalry Compete on nonprice dimensions:
cost leadership, differentiation, cooperation, etc.
Substitutes Improve attractiveness compared to
substitutes: better service, more features, etc..
Reduce buyer uniqueness: forward
Buyers integrate, differentiate product, new customers, etc..
Reduce supplier uniqueness: backward
Suppliers integrate, obtain minority position, second source, etc..

40. The Traditional Model of Industry Life Cycle
Fermentation Shakeout Maturity Decline
e ml ov s e a S
u l
Time

41. How Typical is the Life Cycle Pattern?
How Typical is the Life Cycle Pattern?
• Technology-intensive industries (e.g. pharmaceuticals,
semiconductors, computers) may retain features of
emerging industries.
• Other industries (especially those providing basic
necessities, e.g. food processing, construction, apparel)
reach maturity, but not decline.
• Industries may experience life cycle regeneration.
Sales Sales Color
B&W Portable
HDTV ?
1900 50 90 07 1930 50 70 90 07
MOTORCYCLES TV’s
• Life cycle model can help us to anticipate industry
evolution—but dangerous to assume any common, pre-
determined pattern of industry development

42. Evolution of Industry Structure over the Life Cycle
Evolution of Industry Structure over the Life Cycle
INTRODUCTION GROWTH MATURITY DECLINE
DEMAND Affluent buyers Increasing Mass market Knowledgeable,
penetration replacement customers, resi-
demand dual segments
TECHNOLOGY Rapid product Product and Incremental Well-diffused
innovation process innovation innovation technology
PRODUCTS Wide variety, Standardization Commoditiz- Continued
rapid design change ation commoditization
MANUFACT- Short-runs, skill Capacity shortage, Deskilling Overcapacity
URING intensive mass-production
TRADE -----Production shifts from advanced to developing countries-----
COMPETITION Technology- Entry & exit Shakeout & Price wars,
consolidation exit
KSFs Product innovation Process techno- Cost efficiency Overhead red-
logy. Design for uction, ration-
alization, low
cost sourcing

43. The Driving Forces of Industry Evolution
The Driving Forces of Industry Evolution
BASIC CONDITIONS INDUSTRY STRUCTURE COMPETITION
Customers become
more knowledgeable Customers become
& experienced more price conscious
Quest for new
sources of
differentiation
Products become
more standardized
Diffusion of
Price competition
technology Production intensifies
Production shifts
becomes less
to low-wage
R&D
countries
& skill-intensive
Excess capacity
increases
Demand growth Bargaining power
slows as market of distributors
saturation approaches Distribution channels increases
consolidate

44. Changes in the Population of Firms over the
Changes in the Population of Firms over the
Industry Life Cycle: US Auto Industry 1885-1961
Industry Life Cycle: US Auto Industry 1885-1961
250
200
150
No. of firms
100
50
0
1895 1905 1915 1925 1935 1945 1955
rce: S. Klepper, Industrial & Corporate Change, August 2002, p. 654.

45. Preparing for the Future :: The Role of Scenario
Preparing for the Future The Role of Scenario
Analysis in Adapting to Industry Change
Analysis in Adapting to Industry Change
Stages in undertaking multiple Scenario Analysis:
• Identify major forces driving industry change
• Predict possible impacts of each force on the industry
environment
• Identify interactions between different external forces
• Among range of outcomes, identify 2-4 most likely/ most
interesting scenarios: configurations of changes and
outcomes
• Consider implications of each scenario for the company
• Identify key signposts pointing toward the emergence of
each scenario
• Prepare contingency plan

46. Innovation & Renewal over the
Innovation & Renewal over the
Industry Life Cycle: Retailing
Industry Life Cycle: Retailing
Warehouse
Clubs Internet
e.g. Price Club Retailers
Sam’s Club e.g. Amazon;
Discount Expedia
“Category
Stores Killers”
e.g. K-Mart e.g. Toys-R-Us,
Mail order, Wal-Mart
catalogue Chain Home Depot
?
Stores
retailing
e.g. A&P
e.g. Sears
Roebuck
1880s 1920s 1960s 2000

47. Gary Hamel: Shaking the Foundations
OLD BRICK NEW BRICK
Top management is responsible Everyone is responsible
for setting strategy for setting strategy
Getting better, getting faster Rule-busting innovation
is the way to win is the way to win
IT creates competitive advantage Unconventional business concepts
create competitive advantage
Being revolutionary is high risk More of the same is high risk
We can merge our way to There’s no correlation between
competitiveness size and competitiveness
Innovation equals new products Innovation equals entirely new
and new technology business concepts
Strategy is the easy part, Strategy is the easy only if you’re
Implementation the hard part content to be an imitator
Change starts at the top Change starts with activists
Our real problem is execution Our real problem is innovation
Big companies can’t innovate Big companies can become gray-haired
revolutionaries

48. An Alternate Model of Industry Life Cycle
Emergence Convergence Coexistence Dominance
Established
Industry
e ml ov s e a S
l
Emerging Industry
u
Time

49. The Industry Life Cycle as an S curve
Performance
Maturity
Discontinuity
Takeoff
Ferment
Time

50. The S-curve Maps Major Transitions
Maturity
Performance
Discontinuity
Takeoff
Ferment
Time

51. RESOURCES,
RESOURCES,
CAPABILITIES, AND
CAPABILITIES, AND
CORE COMPETENCES
CORE COMPETENCES

52. Shifting the Focus of Strategy Analysis:
Shifting the Focus of Strategy Analysis:
From the External to the Internal Environment
From the External to the Internal Environment
THE FIRM THE
Goals and INDUSTRY
Values ENVIRONMENT
Resources and
Capabilities STRATEGY •Competitors
STRATEGY
Structure and •Customers
Systems •Suppliers
The The
Firm-Strategy Environment-Strategy
Interface Interface

53. Rationale for the Resource-based
Rationale for the Resource-based
Approach to Strategy
Approach to Strategy
• When the external environment is subject to
rapid change, internal resources and capabilities
offer a more secure basis for strategy than
market focus.
• Resources and capabilities are the primary
sources of profitability.

54. Canon: Products and Core Technical Capabilities
Canon: Products and Core Technical Capabilities
Precision Fine
Mechanics Optics
35mm SLR camera Plain-paper copier
Compact fashion camera Color copier
EOS autofocus camera Color laser copier
Digital camera
Basic fax Laser copier
Video still camera
Laser fax
Mask aligners Inkjet printer
Excimer laser aligners Laser printer
Stepper aligners Color video printer
Calculator
Notebook computer
Micro-
Electronics

55. Eastman Kodak’s Dilemma
Resources & Capabilities Businesses
Chemical Imaging Film
1980’s •Organic Chemistry Cameras
•Polymer technology Fine Chemicals
•Optomechtronics
Pharmaceuticals
•Thin-film coatings
Brands Diagnostics
Global Distribution
1990’s DIVESTS: Eastman Chemical, Sterling Winthrop, Diagnostics
Need to build digital Digital Imaging
imaging capability Products (e.g. Photo CD
System; Advantix
cameras & film

56. The Links between Resources, Capabilities
The Links between Resources, Capabilities
and Competitive Advantage
and Competitive Advantage
INDUSTRY KEY
COMPETITIVE SUCCESS FACTORS
STRATEGY
ADVANTAGE
ORGANIZATIONAL
CAPABILITIES
RESOURCES
TANGIBLE INTANGIBLE HUMAN
•Financial •Skills/know-how
•Technology •Capacity for
•Physical •Reputation
communication
•Culture
& collaboration
•Motivation

57. Appraising Resources
Appraising Resources
RESOURCE CHARACTERISTICS INDICATORS
Financial Borrowing capacity Debt/ Equity ratio
Internal funds generation Credit rating
Tangible Net cash flow
Resources Physical Plant and equipment: Market value of
size, location, technology fixed assets.
flexibility. Scale of plants
Land and buildings. Alternative uses for
Raw materials. fixed assets
Technology Patents, copyrights, know how No. of patents owned
R&D facilities. Royalty income
Intangible Technical and scientific R&D expenditure
Resources employees R&D staff
Reputation Brands. Customer loyalty. Company Brand equity
reputation (with suppliers, customers, Customer retention
government) Supplier loyalty
Human Training, experience, adaptability, Employee qualifications,
Resources commitment and loyalty of employees pay rates, turnover.

58. The World’s Most Valuable Brands, 2006
The World’s Most Valuable Brands, 2006
Rank Company Brand Rank Company Brand
value value
($bn.) ($bn.)
1 Coca-Cola 67.5 11 Mercedes Benz 20.0
2 Microsoft 59.9 12 Citi 20.0
3 IBM 53.4 13 Hewlett-Packard 18.9
4 GE 47.0 14 American Express 18.6
5 Intel 35.6 15 Gillette 17.5
6 Nokia 26.5 16 BMW 17.1
7 Disney 26.4 17 Cisco 16.6
8 McDonald’s 26.0 18 Louis Vuitton 16.1
9 Toyota 24.8 19 Honda 15.8
10 Marlboro 21.2 20 Samsung 15.0
http://www.interbrand.com/best_brands_2007.asp Source: Interbrand

59. Defining Organizational Capabilities
Defining Organizational Capabilities
Organizational Capabilities = firm’s capacity for
undertaking a particular activity. (Grant)
Distinctive Competence = things that an organization
does particularly well relative to competitors. (Selznick)
Core Competence = capabilities that are fundamental to a
firm’s strategy and performance. (Hamel and Prahalad)

60. Identifying Organizational Capabilities:
Identifying Organizational Capabilities:
A Functional Classification
A Functional Classification
FUNCTION CAPABILITY EXEMPLARS
Corporate Financial management ExxonMobil, GE
Management Strategic control IBM, Samsung
Coordinating business units BP, P&G
Managing acquisitions Citigroup, Cisco
MIS Speed and responsiveness through Wal-Mart, Dell
rapid information transfer Capital One
R&D Research capability Merck, IBM
Development of innovative new products Apple, 3M
Manufacturing Efficient volume manufacturing Briggs & Stratton
Continuous Improvement Nucor, Harley-D
Flexibility Zara, Four Seasons
Design Design Capability Apple, Nokia
Marketing Brand Management P&G, LVMH
Quality reputation Johnson & Johnson
Responsiveness to market trends MTV, L’Oreal
Sales, Distribution Sales Responsiveness PepsiCo, Pfizer
& Service Efficiency and speed of distribution LL Bean, Dell
Customer Service Singapore Airlines
Caterpillar

61. The Value Chain:
The Value Chain:
The McKinsey Business System
The McKinsey Business System
TECHNOLOGY PRODUCT DESIGN MANUFACTURING MARKETING DISTRIBUTION SERVICE

62. The Porter Value Chain
The Porter Value Chain
FIRM INFRASTRUCTURE
SUPPORT
HUMAN RESOURCE MANAGEMENT ACTIVITIES
TECHNOLOGY DEVELOPMENT
PROCUREMENT
INBOUND OPERATIONS OUTBOUND MARKETING SERVICE
LOGISTICS LOGISTICS & SALES
PRIMARY
ACTIVITIES

63. The Rent-Earning Potential
The Rent-Earning Potential
of Resources and Capabilities
of Resources and Capabilities
THE EXTENT OF THE Scarcity
COMPETITIVE ADVANTAGE
ESTABLISHED Relevance
Durability
THE PROFIT
EARNING POTENTIAL SUSTAINABILITY OF THE Transferability
OF A RESOURCE OR COMPETITIVE
CAPABILITY ADVANTAGE Replicability
Property rights
Relative
APPROPRIABILITY bargaining power
Embeddedness

64. Assessing a Companies Resources
Assessing a Companies Resources
and Capabilities: The Case of VW
and Capabilities: The Case of VW
Importan VW’s VW’s
RESOURCES ce Relative
CAPABILITIES Importance
Relative
Strength Strength
C1. Product
R1. Finance 6 4 9 4
development
R2. Technology 7 5 C2. Purchasing 7 5
C3. Engineering 7 9
R3. Plant and 8 8
equipment
C4. Manufacturing 8 7
R4. Location 7 4
C5. Financial
6 3
management
R5. Distribution 8 5
C6. R&D 6 4
C7. Marketing &
9 4
sales
C8. Government
4 8
relations

65. Appraising VW’s Resources and Capabilities
Appraising VW’s Resources and Capabilities
(Hypothetical only)
10 Key Strengths
Superfluous Strengths
C3
C8 R3
Relative Strength
C4
C2
5 R2 R5
R1 R4 C1
C6 C7
C5
Zone of Irrelevance Key Weaknesses
1
1 5 10
Strategic Importance

66. Approaches to Capability Development
Approaches to Capability Development
1) Acquire and develop the underlying resources. Especially
1) Acquire and develop the underlying resources. Especially
human resources
human resources
--Externally (hiring)
--Externally (hiring)
--Internally through developing individual skills
--Internally through developing individual skills
2) Acquire/access capabilities externally through acquisition or
2) Acquire/access capabilities externally through acquisition or
alliance
alliance
3) Greenfield development of capabilities in separate
3) Greenfield development of capabilities in separate
organizational unit (IBM & the PC, Xerox & PARC, GM & Saturn)
organizational unit (IBM & the PC, Xerox & PARC, GM & Saturn)
4) Build team-based capabilities through training and team
4) Build team-based capabilities through training and team
development (i.e. develop organizational routines)
development (i.e. develop organizational routines)
5)
5) Align structure & systems with required capabilities
Align structure & systems with required capabilities
6)
6) Change management to transform values and behaviors (GE,
Change management to transform values and behaviors (GE,
BP)
BP)
7)
7) Product sequencing (Intel , ,Sony, Hyundai)
Product sequencing (Intel Sony, Hyundai)
8)
8) Knowledge Management (systematic approaches to acquiring,
Knowledge Management (systematic approaches to acquiring,
storing, replicating, and accessing knowledge)
storing, replicating, and accessing knowledge)

67. COMPETITIVE
COMPETITIVE
ADVANTAGE AND THE
ADVANTAGE AND THE
SCOPE OF THE FIRM
SCOPE OF THE FIRM

68. From Business Strategy to Corporate
From Business Strategy to Corporate
Strategy: The Scope of the Firm
Strategy: The Scope of the Firm
• Business Strategy is concerned with how a firm
computes within a particular market
• Corporate Strategy is concerned with where a
firm competes, i.e. the scope of its activities
• The dimensions of scope are
• product scope
• vertical scope
• geographical scope

69. Transactions Costs and the
Transactions Costs and the
Scope of the Firm
Scope of the Firm
Vertical Product Geographical
Scope Scope Scope
[A] Single V1
Integrated V2
P1 P2 P3 C1 C2 C3
Firm V3
[B] Several V1
Specialized P1 P2 P3 C1 C2 C3
V2
Firms linked
by Markets V3
In situation [A] the business units are integrated within a single firm.
In situation [B] the business units are independent firms linked by markets.
Are the administrative costs of the integrated firm less than the transaction
costs of markets?

70. Determinants of Changes in Corporate Scope
Determinants of Changes in Corporate Scope
1800 – 1980 Expanding scale and scope of industrial corporations due to
declining administrative costs of firms:
• Advances in transportation, information and communication
technologies
• Advances in management—accounting systems, decision sciences,
financial techniques, organizational innovations, scientific management
1980 – 1995 Shrinking size and scope of biggest industrial corporations.
Increasingly Increased no. of managerial Admin. costs of
turbulent decisions. Need for fast firms rise relative
external responses to external to transaction
environment change costs of markets
1995 – 2007 Rapid increase in global concentration (steel, aluminium,
oil, beer, banking, cement).
Key drivers: quest for market power and scale economies.
Also, large corporations better at reconciling size with agility

71. The Basic Issues in Diversification Decisions
The Basic Issues in Diversification Decisions
Superior profit derives from two sources:
INDUSTRY
ATTRACTIVENESS
RATE OF PROFIT
> COST OF CAPITAL
COMPETITIVE
ADVANTAGE
Diversification decisions involve these same two issues:
• How attractive is the sector to be entered?
•Can the firm achieve a competitive advantage?

72. Diversification among the US Fortune 500, 1949-74
Diversification among the US Fortune 500, 1949-74
70.2 63.5 53.7 53.9 39.9 37.0
29.8 36.5 46.3 46.1 60.1 63.0
1949 1954 1959 1964 1969 1974
Percentage of Specialized Companies (single-business,
vertically-integrated and dominant-business)
Percentage of Diversified Companies (related-business
and unrelated business)
Note: During the 1980s and 1990s the trend reversed as large
companies refocused upon their core businesses

73. Diversification among Large UK
Diversification among Large UK
Corporations, 1950-93
Corporations, 1950-93
70
60
Single business
50
40 Dominant
business
30 Related business
20
Unrelated
10 business
0
1950 1960 1970 1983 1993

74. Motives for Diversification
Motives for Diversification
GROWTH --The desire to escape stagnant or declining industries
is a powerful motive for diversification (e.g. tobacco,
oil, newspapers).
--But, growth satisfies managers not shareholders.
--Growth strategies (esp. by acquisition), tend to
destroy shareholder value
RISK --Diversification reduces variance of profit flows
SPREADING --But, doesn’t create value for shareholders—they can
hold diversified portfolios of securities.
--Capital Asset Pricing Model shows that diversification
lowers unsystematic risk not systematic risk.
PROFIT --For diversification to create shareholder value, then
bringing together of different businesses under
common ownership & must somehow increase
their profitability.

75. Diversification and Shareholder Value:
Diversification and Shareholder Value:
Porter’s Three Essential Tests
Porter’s Three Essential Tests
If diversification is to create shareholder value, it must meet
three tests:
1. The Attractiveness Test: diversification must be directed
towards attractive industries (or have the potential to
become attractive).
2. The Cost of Entry Test: the cost of entry must not capitalize
all future profits.
3. The Better-Off Test: either the new unit must gain
competitive advantage from its link with the company, or
vice-versa. (i.e. some form of “synergy” must be present)
Additional source of value from diversification: Option value

76. Competitive Advantage from Diversification
Competitive Advantage from Diversification
• Sharing tangible resources (research labs, distribution
systems) across multiple businesses
• Sharing intangible resources (brands, technology) across
ECONOMIES multiple businesses
OF • Transferring functional capabilities (marketing, product
SCOPE development) across businesses
• Applying general management capabilities to multiple
businesses
• Economies of scope not a sufficient basis for
ECONOMIES diversification ----must be supported by transaction costs
FROM • Diversification firm can avoid transaction costs by
INTERNALIZING
TRANSACTIONS
operating internal capital and labor markets
• Key advantage of diversified firm over external markets---
superior access to information

77. Relatedness in Diversification
Relatedness in Diversification
Economies of scope in diversification derive from two
types of relatedness:
• Operational Relatedness-- synergies from sharing
resources across businesses (common distribution
facilities, brands, joint R&D)
• Strategic Relatedness-- synergies at the corporate level
deriving from the ability to apply common management
capabilities to different businesses.
Problem of operational relatedness:- the benefits in terms
of economies of scope may be dwarfed by the
administrative costs involved in their exploitation.

78. Transactions Costs and The
Transactions Costs and The
Existence of the Firm
Existence of the Firm
• Transaction cost theory explains not just the boundaries
of firms, also the existence of firms.
• In 18th century English woollen industry, no firms –
independent spinners and weavers linked by merchants.
• Residential remodeling industry -- mainly independent self-
employed builders, plumbers, electricians, painters.
• Key issue -- transaction costs of the market vs.
administrative costs of firms.
• Where transaction costs high—firm is more efficient means
of organization
Note: transaction costs comprise costs of search and contract
negotiation and enforcement

79. The Costs and Benefits of Vertical
The Costs and Benefits of Vertical
Integration: BENEFITS
Integration: BENEFITS
• Technical economies from integrating processes e.g. iron
and steel production
—but doesn’t necessarily require common ownership
• Superior coordination
• Avoids transactions costs of market contracts in situations
where there are:
-- small numbers of firms
-- transaction-specific investments
-- opportunism and strategic misrepresentation
-- taxes and regulations on market transactions

80. The Costs and Benefits of Vertical
The Costs and Benefits of Vertical
Integration: COSTS
Integration: COSTS
• Differences in optimal scale of operation between different
stages prevents balanced VI
• Strategic differences between different vertical stages create
management difficulties
• Inhibits development of and exploitation of core
competencies
• Limits flexibility -- in responding to demand cycles
-- in responding to changes in technology,
customer preferences, etc.
(But, VI may be conducive to system-wide flexibility)
• Compounding of risk

81. When is Vertical Integration More Attractive
When is Vertical Integration More Attractive
than Outsourcing?
than Outsourcing?
How many firms are available The fewer the companies
to undertake the activities? the more attractive is VI
Is transaction-specific investment If yes, VI more attractive
needed?
Does limited information permit VI can limit opportunism
cheating?
Are taxes or regulation imposed VI can avoid them
on transactions?
Do the different stages have similar Greater the similarity, the
optimal scales of operation? more attractive is VI
Are the two stages strategically Greater the strategic
similar? similarity ---the more
attractive is VI
How great the need for entrepreneurship Greater the need, the greater
& continual upgrading of capabilities the disadvantages of VI
How uncertain is market demand? Greater the unpredictability
----the more costly is VI
Are risks compounded by VI increases risk.
linkages between vertical stages

82. The value chain for steel cans
Canning of
Iron ore Steel Steel strip Can
mining production food, drink,
production making oil, etc.
VERTICAL
VERTICAL
INTEGRATION INTEGRATION,
AND MARKET
CONTRACTS
MARKET
MARKET
CONTRACTS
CONTRACTS
What factors explain why some stages are vertically integrated,
while others are linked by market transactions?

83. Designing Vertical Relationships: Long-Term
Designing Vertical Relationships: Long-Term
Contracts and Quasi-Vertical Integration
Contracts and Quasi-Vertical Integration
• Intermediate between spot transactions and vertical
integration are several types of vertical relationships
---such relationships may combine benefits of both market
transactions and internalization
• Key issues in designing vertical relationships
-- How is risk allocated between the parties?
-- Are the incentives appropriate?

84. Recent Trends in Vertical Relationships
Recent Trends in Vertical Relationships
• From competitive contracting to supplier partnerships, e.g.
in autos
• From vertical integration to outsourcing (not just
components, also IT, distribution, and administrative
services).
• Diffusion of franchising
• Technology partnerships (e.g. IBM- Apple; Canon- HP)
• Inter-firm networks
General conclusion: boundaries between firms and
markets becoming increasingly blurred.

85. Patterns of Internationalization
Patterns of Internationalization
HIGH
Trading Global
Industries Industries
--aerospace --automobiles
--military hardware --oil
International Trade
--diamond mining --semiconductors
--agriculture --consumer electronics
Domestic Multidomestic
Industries Industries
--railroads
--laundries/dry cleaning --retail banking
--hairdressing --hotels
LO W
--milk --consulting
LOW Foreign Direct Investment HIGH

86. Implications of Internationalization
Implications of Internationalization
for Industry Analysis
for Industry Analysis
INDUSTRY STRUCTURE
• Lower entry barriers around national markets
• Increased industry rivalry --- lower seller concentration
--- greater diversity of competitors
• Increased buyer power: wider choice for dealers & consumers
COMPETITION
• Increased intensity of competition
PROFITABILITY
• Other things remaining equal, internationalization tends to
reduce an industry’s margins & rate of return on capital

87. Competitive Advantage within an International
Competitive Advantage within an International
Context: The Basic Framework
Context: The Basic Framework
FIRM RESOURCES
THE INDUSTRY
& CAPABILITIES
ENVIRONMENT
-- Financial resources
-- Physical resources Key Success Factors
-- Technology
-- Reputation
-- Functional capabilities COMPETITIVE
-- General management
ADVANTAGE
capabilities
THE NATIONAL ENVIRONMENT
-- National resources and capabilities (raw materials;
national culture; human resources; transportation,
communication, legal infrastructure
-- Domestic market conditions
-- Government policies
-- Exchange rates
-- Related and supporting industries

88. National Influences on
National Influences on
Competitiveness: The Theory of
Competitiveness: The Theory of
Comparative Advantage
Comparative Advantage
A country has a relative efficiency advantage in those products
that make intensive use of resources that are relatively
abundant within the country. E.g.
• Philippines relatively more efficient in the production of
footwear, apparel, and assembled electronic products than in
the production of chemicals and automobiles.
• U.S. is relatively more efficient in the production of
semiconductors and pharmaceuticals than shoes or shirts.
When exchange rates are well-behaved, comparative
advantage becomes competitive advantage.

89. Revealed Comparative Advantage for
Revealed Comparative Advantage for
Certain Broad Product Categories
Certain Broad Product Categories
USA Canada W. Germany Italy Japan
Food, drink & tobacco .31 .28 -.36 -.29 -.85
Raw materials .43 .51 -.55 -.30 -.88
Oil & refined products -.64 .34 -.72 -.74 -.99
Chemicals .42 -.16 .20 -.06 -.58
Machinery and trans- .12 -.19 .34 .22 .80
portation equipment
Other manufacturers -.68 -.07 .01 .29 .40
Note: Revealed comparative advantage for each product group
is measured as: (Exports less Imports)/ Domestic production

90. Porter’s Competitive Advantage
Porter’s Competitive Advantage
of Nations
of Nations
Extends and adapts traditional theory of comparative
advantage to take account of three factors:
 International competitive advantage is about companies
not countries—the role of the national environment is
providing a home base for the company.
 Sustained competitive advantage depends upon dynamic
factors-- innovation and the upgrading of resources and
capabilities
 The critical role of the national environment is its impact
upon the dynamics of innovation and upgrading.

91. Porter’s National Diamond Framework
Porter’s National Diamond Framework
FACTOR CONDITIONS
RELATING AND
DEMAND SUPPORTING
CONDITIONS INDUSTRIES
STRATEGY, STRUCTURE,
AND RIVALRY
. FACTOR CONDITIONS—“Home grown” resources/capabilities more important
than natural endowments.
. RELATED AND SUPPORTING INDUSTRIES—Key role of “industry clusters”
. DEMAND CONDITIONS—Discerning domestic customers drive quality & innovation
. STRATEGY, STRUCTURE, RIVALRY. E.g. domestic rivalry drives upgrading.

92. Consistency Between Strategy
Consistency Between Strategy
and National Conditions
and National Conditions
In globally-competitive industries, firm strategy needs to
take account of national conditions:
– U.S. textile manufacturers must compete on the basis of
advanced process technologies and focus on high quality,
less price-sensitive market segments
– In the semiconductor industry, CA-based firms concentrate
mainly upon design of advanced chips, Malaysian firms
concentrate upon fabrication of high volume, less
technologically advanced items (e.g. DRAM chips)
– Dispersion of value chain to exploit different national
environments (e.g. Nike conducts R&D in US, components in
Korea and Thailand, assembly in Indonesia, China, and India,
marketing in Europe and North America)

93. International Location of Production
International Location of Production
– National resource conditions: What are the major
resources which the product requires? Where are these
available at low cost?
– Firm-specific advantages: to what extent is the
company’s competitive advantage based upon firm-
specific resources and capabilities, and are these
transferable?
– Tradability issues: Can the product be transported at
economic cost? If not, or if trade restrictions exist, then
production must be close to the market.

94. The Role of Labor Costs
The Role of Labor Costs
Hourly Compensation for Production Workers, 1999 ($)
Germany 26.93
Japan 20.89
U.S. 19.20
France 19.98
U.K. 16.56
Spain 12.11
Korea 6.75
Mexico 2.12
BUT, wages are only one element of costs:
Cost of Producing a Compact Automobile
U.S. Mexico
Parts & components 7,750 8,000
Labor 700 40
Shipping cost 300 1,000
Inventory 20 40
TOTAL 8,770 9,180

95. Location and the Value Chain
Location and the Value Chain
Comparative advantage in textiles and apparel by stage of processing
Country Stage Index of Country Stage Index of
of Revealed of Revealed
Processing Comparative Processing Comparative
Advantage Advantage
Hong Kong 1 -0.96 Japan 1 -0.36
2 -0.81 2 +0.48
3 -0.41 3 +0.48
4 +0.75 4 -0.48
Italy 1 -0.54 U.S.A. 1 +0.96
2 +0.18 2 +0.64
3 +0.14 3 +0.22
4 +0.72 4 -0.73
Note:
1 = production of fiber (natural & synthetic) 2 = production of spun yarn
3 = production of textiles 4 = production of clothing

96. Determining the Optimal Location
Determining the Optimal Location
of Value Chain Activities
of Value Chain Activities
Where is the optimal location
of X in terms of the cost and
The optimal location availability of inputs?
of activity X considered
independently What government incentives/ penalties
affect the location decision?
What internal
WHERE TO LOCATE resources and capabilities does the firm
ACTIVITY X? possess in particular locations?
What is the firm’s business strategy
(e.g. cost vs. differentiation advantage)?
The importance of links
between activity X and
other activities of the firm How great are the coordination
benefits from co-locating activities?

97. Alternative Modes of Overseas Market Entry
Alternative Modes of Overseas Market Entry
TRANSACTIONS DIRECT INVESTMENT
Exporting Licensing Joint venture Wholly
owned
Marketing & Fully
Spot Foreign Distribution integrated
subsidiary
sales agent / only
distributor
Long- Licensing Franchising Marketing& Fully
term patents & Distribution integrated
contract other IP only
Low Resource commitment High

98. Alliances and Joint Ventures:
Alliances and Joint Ventures:
Management Issues
Management Issues
• Benefits:
--Combining resources and capabilities of different companies
--Learning from one another
--Reducing time-to-market for innovations
--Risk sharing
• Problems:
--Management differences between the two partners. Conflict
most likely where the partners are also competitors.
• Benefits are seldom shared equally. Distribution of benefits
determined by:
– Strategic intent of the partners- which partner has the clearer
vision of the purpose of the alliance?
– Appropriability of the contribution-- which partner’s resources
and capabilities can more easily be captured by the other?
– Absorptive capacity of the company-- which partner is the
more receptive learner?

99. General Motors’ Alliances with Competitors
General Motors’ Alliances with Competitors
SAAB 5).
00- ology
(20
AVTOVAZ ed techn FIAT
own on ts
Ru
ssi 50% 20% ation ponen
an or m
JV owned C oll a b n d c o
to p a
SUZUKI r od
uc e
10%
own c ar
ed. s
C o-
pr od 20% owned; join
uctio
n GM t production
FUJI
JV
duction 60% to p
o-pro rod
ISUZU 49%o wned. C owned u ce
c ar
s in
Ch
50 pro
40% investment IBC Vehicles ina
. 9 du
Ltd. (U.K.)
% c ti
50%
SAIC
ow on
owned
n e co
(Makes vans in UK)
d; lla
t e bo
ch ra
New United Motor
n i t io
ca n
TOYOTA Manufacturing
l&
50% owned Inc. (NUMMI)
(Makes cars in US) DAEWOO

100. Multinational Strategies:
Multinational Strategies:
Globalization vs. National Differentiation
Globalization vs. National Differentiation
The case for a global strategy:
• National preferences in decline—world becoming a single, Ted
if segmented, market Levitt
“Globaliz-
-ation of
• Accessing global scale economies—in purchasing, Markets”
Thesis
manufacturing, product development, marketing.
• Strategic strength from global leverage—ability to cross- Hamel &
Prahalad
subsidize a national subsidiary with cash flows from Thesis
other national subsidiaries
Kenichi
Ohmae’s
• Need to access market trends and technological “Triad
developments in each of the world’s major economic Power”
centers- N. America, Europe, East Asia. Thesis

101. Globalization & Global Strategy —What are they?
Globalization & Global Strategy —What are they?
•• GLOBALIZATION ?
GLOBALIZATION ?
--Something to do with increasing interdependence
--Something to do with increasing interdependence
between countries.
between countries.
•• GLOBAL STRATEGY
GLOBAL STRATEGY
--At simplest level: Treating the world as a single market
--At simplest level: Treating the world as a single market
E.g. Japanese companies during the 1970s & 1980s,
E.g. Japanese companies during the 1970s & 1980s,
(YKK, Honda) standard products, developed &
(YKK, Honda) standard products, developed &
manfactured within Japan; distributed & marketed
manfactured within Japan; distributed & marketed
worldwide
worldwide
--At more sophisticated level: Strategy that recognizes
--At more sophisticated level: Strategy that recognizes
and exploits linkages between countries (e.g. exploits
and exploits linkages between countries (e.g. exploits
global scale, national resource differences, strategic
global scale, national resource differences, strategic
competition)
competition)
World as World as inter- World as
single mkt. related mkts. separate
national mkts.
global strategy multidomestic strategy

102. Analyzing benefits/costs of a global strategy
Analyzing benefits/costs of a global strategy
Forces for globalization
Forces for globalization Forces for localization / /national
Forces for localization national
differentiation
differentiation
MARKET DRIVERS
MARKET DRIVERS
--Common customer needs
--Common customer needs MARKET DRIVERS
MARKET DRIVERS
--Global customers
--Global customers --Different languages
--Different languages
--Cross-border network effects
--Cross-border network effects --Different customer preferences
--Different customer preferences
--Cultural differences
--Cultural differences
COST DRIVERS
COST DRIVERS
--Global scale economies COST DRIVERS
COST DRIVERS
--Global scale economies --Transportation costs
--Differences in national --Transportation costs
--Differences in national --Transaction costs
resource availability --Transaction costs
resource availability --Economic & political risk
--Learning --Economic & political risk
--Learning --Speed of response
--Speed of response
GOVERNMENT DRIVERS
GOVERNMENT DRIVERS
COMPETITIVE DRIVERS
COMPETITIVE DRIVERS --Barriers to trade & inward inv.
--Barriers to trade & inward inv.
--Potential for strategic
--Potential for strategic --Regulations
--Regulations
competition (e.g. cross-
competition (e.g. cross-
subsidization)
subsidization)

103. Jet engines
Autos
Benefits
Consumer
of
electronics Telecom
global
integration equipment
Steel Investment
banking
Cement Online C2C auctions Restaurant
Retail chains
Beer banking
Dry Auto Funeral
cleaning repair services
Benefits of national differentiation

104. Positioning industries in terms of benefits of
Positioning industries in terms of benefits of
globalization and national differentiation
globalization and national differentiation
Jet engines
Autos
Benefits
Consumer
of
electronics Telecom
global
integration equipment
Investment
banking
Retail
Cement banking
Auto Funeral
repair services
Benefits of national differentiation

105. The Evolution of Multinational Strategies and
The Evolution of Multinational Strategies and
Structures: (1) 1900-1939—Era of the Europeans
Structures: (1) 1900-1939—Era of the Europeans
The European MNC as Decentralized Federation :
• National subsidiaries self-sufficient and autonomous
• Parent control through appointment of subsidiaries senior
management
• Organization and management systems reflect conditions of
transport and communications at the time e.g. Unilever, Phillips,
Courtaulds, Royal Dutch/Shell.

106. The Evolution of Multinational Strategies
The Evolution of Multinational Strategies
and Structures: (2) 1945-1970—U.S. Dominance
and Structures: (2) 1945-1970—U.S. Dominance
American MNC’s as Coordinated Federations :
• National subsidiaries fairly autonomous
• Dominant role as U.S. parent-- especially in developing
new technology and products
• Parent-subsidiary relations involved flows of technology
and finance, and appointment of top management. e.g.
Ford, GM, Coca Cola, IBM