Competing in Foreign Markets Mc GrawHillIrwin Copyright 2008

Competing in Foreign Markets Mc. Graw-Hill/Irwin Copyright © 2008 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

“You have no choice but to operate in a world shaped by globalization and the information revolution. There are two options: Adapt or die. ” Andrew S. Grove

The Four Big Strategic Issues in Competing Multinationally • Whether to customize a company’s offerings in each different country market to match preferences of local buyers or offer a mostly standardized product worldwide • Whether to employ essentially the same basic competitive strategy in all countries or modify the strategy country by country • Where to locate a company’s production facilities, distribution centers, and customer service operations to realize the greatest locational advantages • How to efficiently transfer a company’s resource strengths and capabilities from one country to another to secure competitive advantage

Why Do Companies Expand into Foreign Markets? Gain access to new customers Obtain access to valuable natural resources Achieve lower costs and enhance competitiveness Spread Capitalize business risk across on core wider competencies market base

International vs. Global Competition International Competitor Company operates in a select few foreign countries, with modest ambitions to expand further Global Competitor Company markets products in 50 to 100 countries and is expanding operations into additional country markets annually

How Markets Differ from Country to Country • Economy • Legal/political • Regulatory • Technology • Socio-cultural • Demographic

CIA World Fact Book

Two Primary Patterns of International Competition Multi-country Competition Global Competition

Characteristics of Multi-Country Competition • Market contest among rivals in one country not closely connected to market contests in other countries • Buyers in different countries are attracted to different product attributes • Sellers vary from country to country • Industry conditions and competitive forces in each national market differ in important respects Rival firms battle for national championships – winning in one country does not necessarily signal the ability to fare well in other countries!

Characteristics of Global Competition • Competitive conditions across country markets are strongly linked – Many of same rivals compete in many of the same country markets – A true international market exists • A firm’s competitive position in one country is affected by its position in other countries • Competitive advantage is based on a firm’s world -wide operations overallcompetitive global standing Rival firmsand in globally industries vie for worldwide leadership!

Strategy Options for Competing in Foreign Markets • Exporting • Licensing • Franchising strategy • Multi-country strategy • Global strategy • Strategic alliances or joint ventures

Localized Multicountry Strategies or a Global Strategy? Strategic Issue • Whether to vary a company’s competitive approach to fit specific market conditions and buyer preferences in each host county OR • Whether to employ essentially the same strategy in all countries

Characteristics of a “Think-Local, Act-Local” Approach to Strategy Making • Business approaches are deliberately crafted to – Accommodate differing tastes and expectations of buyers in each country – Stake out the most attractive market positions vis-à-vis local competitors • Local managers are given considerable strategy-making latitude • Plants produce different products for different local markets • Marketing and distribution are adapted to fit local customs and cultures

Characteristics of a “Think-Global, Act-Global” Approach to Strategy Making • Same products under the same brand names are sold everywhere • Same distribution channels are used in all countries • Competition is based on the same capabilities and marketing approaches worldwide • Strategic moves are integrated and coordinated worldwide • Expansion occurs in most nations where significant buyer demand exists • Strategic emphasis is placed on building a global brand name • Opportunities to transfer ideas, new products, and capabilities from one country to another are aggressively pursued

Your Opinion Assume you are in charge of developing the strategy for a multinational company selling products in several different countries around the world. A. If your company’s product is personal computers, do you think it would make better strategic sense to employ a multicountry strategy or a global strategy? Why? B. If your company’s product is dry soup mixes and canned soups, would a multicountry strategy seem to be more advisable than a global strategy? Why? C. If your company’s product is washing machines, would it seem to make more sense to pursue a multicountry strategy or a global strategy? Why? D. If your company’s product is basic work tools (hammers, screwdrivers, pliers, wrenches, saws), would a multicountry strategy or a global strategy seem to have more appeal? Why?

Building Competitive Advantage in Foreign Markets • Three ways to gain competitive advantage 1. Locating activities among nations in ways that lower costs or achieve greater product differentiation 2. Efficient/effective transfer of competitively valuable competencies and capabilities from company operations in one country to company operations in another country 3. Coordinating dispersed activities in ways a domestic-only competitor cannot

Locating Activities to Build a Global Competitive Advantage • Two issues – Whether to • Concentrate each activity in a few countries or • Disperse activities to many different nations – Where to locate activities • Which country is best location for which activity?

Transferring Valuable Competencies to Build a Global Competitive Advantage • Transferring competencies, capabilities, and resource strengths across borders contributes to – Development of broader competencies and capabilities – Achievement of dominating depth in some competitively valuable area • Dominating depth in a competitively valuable capability is a strong basis for sustainable competitive advantage over – Other multinational or global competitors and – Small domestic competitors in host countries

What Are Profit Sanctuaries? • Profit sanctuaries are country markets where a firm – Has a strong, protected market position and – Derives substantial profits • Generally, a firm’s most strategically crucial. Profit profitsanctuaries sanctuary isare its ahome market valuable competitive asset in global industries!

What Is Cross-Market Subsidization? • Involves supporting competitive offensives in one market with resources/profits diverted from operations in other markets • Competitive power of cross-market subsidization results from a global firm’s ability to – Draw upon its resources and profits in other country markets to mount an attack on single-market or one-country rivals and – Try to lure away their customers with • • Lower prices Discount promotions Heavy advertising Other offensive tactics

Global Strategic Offensives Three Options • Attack a foreign rival’s profit sanctuaries – Approach places a rival on the defensive, forcing it to • • Spend more on marketing/advertising Trim its prices Boost product innovation efforts Take actions raising its costs and eroding its profits • Employ cross-market subsidization – Attractive offensive strategy for companies competing in multiple country markets with multiple products • Dump goods at cut-rate prices – Approach involves a company selling goods in foreign markets at prices • Well below prices at which it sells in its home market or • Well below its full costs per unit

SIC Codes EU MERCOSUR WTO

Strategic Appeal of Strategic Alliances • Gain better access to attractive country markets from host country’s government to import and market products locally • Capture economies of scale in production and/or marketing • Fill gaps in technical expertise or knowledge of local markets • Share distribution facilities and dealer networks • Direct combined competitive energies toward defeating mutual rivals • Take advantage of partner’s local market knowledge and working relationships with key government officials in host country • Useful way to gain agreement on important technical standards

Characteristics of Competing in Emerging Foreign Markets • Tailoring products for big, emerging markets often involves – Making more than minor product changes and – Becoming more familiar with local cultures • Companies have to attract buyers with bargain prices as well as better products • Specially designed and/or specially packaged products may be needed to accommodate local market circumstances • Management team must usually consist of a mix of expatriate and local managers

Strategic Options: How to Compete in Emerging Country Markets • Prepare to compete on the basis of low price • Be prepared to modify aspects of the company’s business model to accommodate local circumstances • Try to change the local market to better match the way the company does business elsewhere • Stay away from those emerging markets where it is impractical or uneconomic to modify the company’s business model to accommodate local circumstances

Strategic Options to Defend Against Global Giants • Use home field advantage • Transfer expertise • Shift business model • Go global

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