Implementing and Evaluating Strategy

2. International Business Strategy LON301BUS Implementing and Evaluating Strategy Unit: 8 Knowledgecast: 2

3. Module Learning Outcomes • Integrate and apply strategic approaches to practical situations in various types of organisations • Assess current developments in the organisational environment and alternative responses related to strategy • Resolve management problems in the area of strategic management by evaluating alternative outcomes

4. Worldwide Innovation • Competitors achieving parity in scale and responsiveness • Competitive battles shifting to innovation area • Three key capabilities: • Sensing • Responding • Implementing

5. Central, Local and Transnational Innovation Two classic processes; • Center-for-global: new opportunity sensed in home country, centralized resources brought to bear, implemented globally • Local-for-local: subsidiary-based knowledge development, used primarily in local market

6. Central, Local and Transnational Innovation Two emerging processes • Locally leveraged: Local opportunity sensed by subsidiary then leveraged on a worldwide basis • Sara Lee: Sanex and Ambi-Pur came from Spain • Globally linked: Resources and capabilities of many operations pooled to jointly create and manage new activity • Volkswagen’s New Beetle involved US, Germany and Mexico operations

7. Problems Associated with Each Model • Center-for-global innovation • Risk of market insensitivity, imperialism • Local-for-local innovation • Risk of duplication, reinventing wheel • Locally leveraged innovation • Threatened by not-invented-here • Globally linked innovation • High coordination costs

8. Linking and Leveraging Resources Decentralized Federation Centralized Hub • Locally Leveraged • Innovation • Globally Linked • Innovation • - Building up collaborative • interdependence The Integrated Network Coordinated Federation

9. Knowledgecast Summary • Integrate and apply strategic approaches to practical situations in various types of organisations • How does worldwide innovation contribute to sustainable strategy? • Assess current developments in the organisational environment and alternative responses related to strategy • Increased collaborative interdependence is driven by the new competitive battleground.. • Resolve management problems in the area of strategic management by evaluating alternative outcomes • How can managers evaluate the value of worldwide innovation and its suitability for strategic implementation.

11. Seminar Developing an International Strategy – Spulber’s Star Developing an international strategy requires a thorough evaluation of potential markets. There are a number of tools and frameworks that can assist in such an evaluation and in today’s seminar we are going to critically consider a number of these: Spulber’s Star, Global Added Value, G5 Competitive Strategies. Your module tutor will work with you to use Spulber’s Star to analyse an organisation’s international opportunities.

12. Group Activity End of Module Assessment – Evaluating Strategy (Management Brief) (Unit 10) Preparation How would you rate the strategy of the case study organisation against the criteria discussed in the Knowledgecast? In your teams consider each of the criteria: • Suitability • Acceptability • Feasibility • Sustainability