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Strategy Selection

International Business Strategy LON301BUS. Strategy Selection. Unit: 7 Knowledgecast: 2. Module Learning Outcomes. Integrate and apply strategic approaches to practical situations in various types of organisations

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Strategy Selection

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  1. International Business Strategy LON301BUS Strategy Selection Unit: 7 Knowledgecast: 2

  2. Module Learning Outcomes • Integrate and apply strategic approaches to practical situations in various types of organisations • Resolve management problems in the area of strategic management by evaluating alternative outcomes

  3. Management Roles in the Transnational Company • The Global Business Manager • The Worldwide Functional Manager • The Country Subsidiary Manager (But other roles also starting to emerge e.g. the Global Account Manager)

  4. Pressures and Constraints on a Country Manager MNC Internal Motivations Organization Structure & Systems Internal Norms & Values Corporate Strategy Host Governments Objectives, Policies Country Manager Personal Values National Competitor’s Actions Global Competitive Environment National Constituent Interests (Employees, Consumers, Unions) Global Competitive Activity Host Country Interests Local Market & Industry Structure Local Norms & Values

  5. A Country Manager’s Multiple Hats • Pioneer Role: • Define the territory: market structure, customer needs • Establish the base camp: make contacts, develop relationships • Intelligence Role: • Analyze the environment: intelligence on competitors, technology, market trends • Develop innovative ideas and capabilities as input to strategy • Trader Role: • Build profitable operations: base camp, trading post; control expenses, manage pricing • Develop local resources: contribute to overall strategy • Quarterback Role: • Confer with HQ Coaches to defend, and advocate the field view • Motivate team to achieve results • Maintain entrepreneurship, creativity, and drive

  6. Skills and Qualifications of the Country Manager Entrepreneurial Skills Strategic Skills Country Manager • Innovator & Opportunist • Creative Analyst Executive Skills IHRM Implications: Need CMs with different strengths at various stages of development; But in a mature subsidiary, the CM must have all of these characteristics. Administrative Skills • Controller & Manager • Organizational Leader

  7. Knowledgecast Summary • Integrate and apply strategic approaches to practical situations in various types of organisations • How will the structure of international organisations affect the roles and responsibilities of its management team? • Resolve management problems in the area of strategic management by evaluating alternative outcomes • As an organisation grows how can managers clarify their individual roles so that they work effectively as a team?

  8. Seminar Carlos Ghosn and Renault Nissan: Leading for Global Success Read the closing case in Cavusgil, Knight and Reisenberger (2008: 336-338) of in preparation for the seminar. We will be exploring the nature of Renault Nissan’s international strategy during the seminar. In the seminar be prepared to respond to the following questions: • 1. Why did Renault Nissan select this strategy? • 2. What challenges have Renault Nissan faced in implementing this strategy? • 3. Evaluate the alternative strategies Renault Nissan could have considered?

  9. Group Activity End of Module Assessment – Evaluating Strategy (Management Brief) (Unit 10) Preparation In this session your consultancy group is encouraged to discuss the strategic options open to the case study organisation. • Market Penetration • Consolidation • Product Development • Market Development • Related Diversification • Unrelated Diversification AND • Global Strategy • Home Replication Strategy • Transnational Strategy • Multidomestic Strategy

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