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Chapter 2: Managing Conflicting Demands

Chapter 2: Managing Conflicting Demands. Global Integration, Local Responsiveness, and Worldwide Learning. Three Conflicting Sets of External Demands. Forces for global integration and coordination Forces for national differentiations and responsiveness

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Chapter 2: Managing Conflicting Demands

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  1. Chapter 2: Managing Conflicting Demands Global Integration, Local Responsiveness, and Worldwide Learning

  2. Three Conflicting Sets of External Demands • Forces for global integration and coordination • Forces for national differentiations and responsiveness • Forces for worldwide innovation and learning 2-2

  3. Forces for Global Integration and Coordination • Economies of Scale • Economies of Scope • Factor Costs • Increasingly Liberalized Environment for Trade • Expanding Spiral of Globalization 2-3

  4. Global Competitors as Change Agents • For industry globalization to take place: • Underlying drivers (economies of scale and scope, etc) have to be in place • But always triggered by actions of one of two global “change agents” • Examples: • British Airways (airlines) • Starbucks (premium coffee shops) • ISS (cleaning services) 2-4

  5. Global Industries • Some industries are born global • Some are made global • Others have global-ness thrust upon them 2-5

  6. Forces for Local Responsiveness • Cultural differences • In way of doing business • In attitudes towards products / buying behavior • Government demands • Turbulent and evolving relationship between MNCs and host government • Increased globalization of business creates a “backlash” towards localization for some segments of society 2-6

  7. MNC MNC MNC MNC MNC MNC MNC-Host Government Relationship: A Study in Love/Hate Accommodated for its contributions to local social and economic needs Courted for its global efficiency and world market access Sought for its capital, technology, management Host Country Government Feared for its power and independence Disliked for its impact on society Resented for the nations dependence on it 2-7

  8. Motivators Strategic viability: global competitiveness Operational viability: profit Objectives Freedom to integrate operations globally Ability to markets and ability transfer resources freely across borders Measures (primarily $) Profit ROI Market share Motivators National independence: social, economic, political International competitiveness Objectives Protect national sovereignty from external influence Capture global benefits of export markets, efficient industrial base, leading edge technology Measures (social/economic/political) Social cost/benefit Political return Industrial policy “fit” Sources of Conflict MNCHost Government 2-8

  9. No investment or exit option Access to needed resource (capital, technology, etc…) Willingness and ability to align with national priorities Development of local support (shareholders, suppliers) Position in global economy (market, scale, competitiveness) Home country support Legislative power: regulate operating and strategic decisions Market power-government as a customer Incentives, supports Attractiveness to competitors Local operations linkage to global position (“hostage”) Shift in power after investment (“obsolescing bargain”) Sources of Power MNCHost Government 2-9

  10. Recent Backlash against Globalization • Early 1990s: Global integration forces dominated • Most host governments actively sought investment • Free Trade movement gathered pace • Late 1990s: Highly visible backlash • Anti-globalization movement (Seattle, Genoa, Naomi Klein’s No Logo) • Many developing countries are highly skeptical of benefits • Many MNCs currently rethinking their approach towards globalization • Need to better articulate benefits they bring 2-10

  11. Forces for Worldwide Innovation and Learning • Increased need for rapid and coordinated innovation, driven by: • Shortening product life-cycles • Increased cost of R&D • Emergence of global technology standards • Competitor’s organizational capability to develop and diffuse innovation globally 2-11

  12. Responding to Diverse Forces Simultaneously • Strength of forces vary by industry; three typical models • Global industries (consumer electronics) • Multinational industries (branded packaged goods) • International industries (telecom) 2-12

  13. Global & National Forces: Industry Effect Consumer Electronics Telecom Switching Global Integration Branded Packaged Products Cement National Responsiveness 2-13

  14. Transition to Transnationality • By 1990s environmental forces were undergoing important changes • New bases of competition emerging • New competitors emerging with different strengths • Increasingly industries are transnational in character: • Companies need to be able to respond effectively to all three diverse and competing sets of forces 2-14

  15. A Final Word: Risk of Globalization Glaucoma • Blindness to everything but global forces • Short-sightedness to localizing forces “As the 1990s were drawing to a close, the world had changed course, and Coca-Cola had not. We were operating as a big, slow, insulated, sometimes even insensitive “global” company; and we were doing it in an era when nimbleness, speed, transparency and local sensitivity had become absolutely essential.” Douglas Daft, CEO, Coca-Cola, March 2000 2-15

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