T.2 EVALUATION INTERNALIZATION OPPORTUNITIES: BASIC CONCEPTS, TOOLS & FRAMEWORK

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T.2 EVALUATION INTERNALIZATION OPPORTUNITIES: BASIC CONCEPTS, TOOLS & FRAMEWORK by Mind Map: T.2 EVALUATION INTERNALIZATION OPPORTUNITIES: BASIC CONCEPTS, TOOLS & FRAMEWORK

1. ARBITRATION Absolute Economies

1.1. C.A ¿Why?

1.1.1. Absolute economies

1.1.1.1. Through int standarization

1.2. Configuration

1.2.1. Diverse set

1.2.1.1. Exploit element of distance

1.3. Coordination

1.3.1. By function

1.3.1.1. Vertical relationship

1.3.1.1.1. Org. boundaries

1.4. Controls

1.4.1. Narrowing spreads

1.5. Change Blockers

1.5.1. Head of key

1.6. Coporate Diplomacy

1.6.1. Exploitation or suppliers, chanels, intermediatiors

1.7. Corporate Strategy

1.7.1. Cultural (country-of-origin-effects)

1.7.2. Administrative (taxes regulations)

1.7.3. Geographic (distances, climate)

2. AGREGATION Economies of scale

2.1. C.A ¿Why?

2.1.1. Scale and scope economies

2.1.1.1. Through int Standardization

2.2. Configuration

2.2.1. Similar countries

2.2.1.1. Limit CAGE

2.3. Coordination

2.3.1. Business, region, customer

2.3.1.1. Horizontal relationshic

2.3.1.1.1. Cross-border economies of scale

2.4. Controls

2.4.1. Standarization

2.5. Change Blockers

2.5.1. Powerful unit

2.6. Coporate Diplomacy

2.6.1. NO homogenization senseitive (US)

2.7. Corporate Strategy

2.7.1. Regions and other country

2.7.2. Function, Platform, Competence, Client industry

3. ADAPTATION Local Responsiveness

3.1. C.A ¿Why?

3.1.1. Achieve loval relevance

3.1.1.1. National focus

3.1.1.1.1. Economies of scale

3.2. Configuration

3.2.1. Similar countries

3.2.1.1. Limit CAGE

3.3. Coordination

3.3.1. By country

3.3.1.1. Local presence

3.4. Controls

3.4.1. Complexity

3.5. Change Blockers

3.5.1. Countr chiefs

3.6. Coporate Diplomacy

3.6.1. Issues of concern

3.6.1.1. Local presence

3.7. Corporate Strategy -Levers

3.7.1. Scope selection

3.7.2. Variation, Decentralization, Paritioning,

3.7.3. Flexibility, Partnership

4. Cross border diferences

5. Busines Clusters

5.1. Porter's Diamond of National Advantage

5.1.1. Identify dimensions

5.1.1.1. Interaction location

5.1.1.2. Improve barriers productivity

5.1.2. Key concepts

5.1.2.1. Central Role of Business

5.1.2.1.1. Jobs & wealth

5.1.2.2. Business environment

5.1.2.2.1. Identify interactions

5.1.2.3. How locations Compete

5.1.2.3.1. Most productive

5.1.2.4. Successive upgrading

5.1.2.4.1. Increasingly

5.1.3. 4 AREAS

5.1.3.1. FACTOR CONDITIONS

5.1.3.1.1. Key factors vs Non key

5.1.3.2. DEMAND CONDITIONS

5.1.3.2.1. Succed locally

5.1.3.3. RELATED AND SUPPORGING INDUSTRIES

5.1.3.3.1. Spatial proximity

5.1.3.3.2. Competitive

5.1.3.4. FIRM STATEGY, STRUCTURE & RIVALRY

5.1.3.4.1. Local rivalry

5.1.3.4.2. Germany example

5.1.3.5. GOVERNMENT'S ROLE

5.1.3.5.1. Challenger & Stimulating

5.1.3.6. Example: Japanese Fax Machine Industry

5.1.3.6.1. Factors

5.1.3.6.2. Demand conditions

5.1.3.6.3. Large number

5.1.3.6.4. Domestic rivalry

5.2. Organization field

5.2.1. Region

5.2.2. State

5.2.3. Nation

5.3. Raise productivity

5.3.1. Inter-personal networks

5.4. Silicon Valley Technology Cluster

5.5. Increase competition in 3 ways

5.5.1. Productivity operational efficiency

5.5.2. Stimulating enabling innovation

5.5.3. Facilitating commercialization

5.6. Tourism Cluster in Cains

5.6.1. Restaurants/Hotels/ Airline/ Cruise/ Attraction

5.7. Stages of Development

5.7.1. Factor-Driven

5.7.1.1. Endowment of labor

5.7.1.2. Natural resources- low wages

5.7.2. Investment-Drive Stage

5.7.2.1. Efficiency- Dominant source

5.7.2.1.1. Standard products

5.7.2.2. Manufacture and outsource

5.7.2.2.1. Higher wages

5.7.2.2.2. Susceptible financial crisis

5.7.3. Innovation- Driven Stage

5.7.3.1. Innovation- Dominant Source

5.7.3.1.1. Clusters motors

5.7.3.1.2. Institutions & Incentives

5.7.3.1.3. Companies compete

5.8. Roles Governments

5.8.1. Competitiveness

5.8.1.1. Microeconomic

5.8.2. Policies

5.8.3. TACTICAL

5.8.3.1. Zero Sum Competition

5.8.3.2. New investments

5.8.3.3. Compete for every part/plant

5.8.3.4. Generalized tax breaks

5.8.3.5. Every city and sub-region

5.8.3.6. Governement drives investment attraction

5.8.4. STRATEGICAL

5.8.4.1. Positive Sum Competition

5.8.4.2. Focus existing companies

5.8.4.3. Specialization

5.8.4.4. State support for training

5.8.4.5. Effciency of doing business

5.8.4.6. Coordination across jurisdictions

5.8.4.7. Collaboration

5.8.4.7.1. Private sector

5.8.4.7.2. Governement

5.8.5. Value proposition

5.8.5.1. Distinctive position area

5.8.5.1.1. given assets

5.8.5.1.2. Location

5.8.5.1.3. ¿Distintive Strenghts relative to peers?

5.8.5.2. ¿Strong or emerging clusters can be built upon?

6. What determines Competitiveness ?

6.1. Microeconomic

6.1.1. Quality B.E

6.1.2. State Cluster

6.1.3. Company Operations & Strategy

6.2. Macroeconomic

6.2.1. Fiscal Policies

6.2.2. Human development & effective political

6.3. Endowment

7. Drivers of Competitiveness

7.1. Productivity

7.1.1. Location, creates value

7.1.1.1. Human

7.1.1.2. Capital

7.1.1.3. Natural

7.2. Microeconomic Foundations

7.2.1. Capability economy

7.3. How, Not What

7.3.1. How productively compete

8. Competitiveness & Economic Development

9. Typology of International Strategy

9.1. TYPOLOGIES

9.1.1. INTERNATIONAL Str (low,low)

9.1.1.1. Focus Scope

9.1.1.1.1. Operations

9.1.1.1.2. Multiple industries /countries or regions

9.1.1.1.3. HQ guides strategy

9.1.2. MULTIDOMESTIC Str (high resp,low g. int)

9.1.2.1. Operations

9.1.2.1.1. Decentralized to SBU/country

9.1.2.2. Products&Services tailored/ local markets

9.1.2.3. B.U independent/country

9.1.2.3.1. Markets differ by country

9.1.2.3.2. Competition in each

9.1.2.4. Prominent str European firms

9.1.3. GLOBAL Str (low res,high int)

9.1.3.1. Products standarized across national markets

9.1.3.2. Business-level str centralized in home office

9.1.3.3. SBU interdependent

9.1.3.3.1. Economies of scale

9.1.3.3.2. Lacks responsiveness local

9.1.3.4. Resource sharing- Hard to manage

9.1.4. TRANSNATIONAL Str (high, high)

9.1.4.1. Both

9.1.4.2. Simultaneous requirements

9.1.4.2.1. Strong central control & coordinatoin

9.1.4.2.2. Decnetralization to local market responsivess

9.1.4.2.3. Pursuit of organizational learning to competitive advantage

9.2. Evolution of Global Str

9.2.1. Phase 1: Globalization

9.2.1.1. Originally home country

9.2.2. Phase 2: Glocalization

9.2.2.1. Meet each country's local needs

9.2.2.1.1. Market share

9.2.2.1.2. Innovation still home-country

9.2.2.1.3. Developing countries- defeatured

9.2.3. Phase 3: Local Innovation

9.2.3.1. "In country, for country"

9.2.4. Phase 4: Reverse Innovation

9.2.4.1. "in country, for the world"

9.2.4.1.1. Developed in local

9.2.5. Risk in the International Environment

9.2.5.1. Political

9.2.5.1.1. Arab Spring

9.2.5.1.2. Potenttial nationalization

9.2.5.2. Economic

9.2.5.2.1. Debt of various countries

9.2.5.2.2. Uncertain prices

9.3. Basic Benefits

9.3.1. Economies of Scale & Learning

9.3.1.1. Expanding size or scope of markets help

9.3.1.1.1. Economies of Scale

9.3.1.2. Spread costs

9.3.1.3. Increase profit

9.3.2. Domestic market lack size

9.3.3. Location Advantages

9.3.3.1. Low Cost Markets

9.3.3.1.1. Raw materials

9.3.3.1.2. Transportation

9.3.3.1.3. Lower costs for labor

9.3.3.1.4. Key customers

9.3.3.1.5. Energy

9.3.4. International Diversification

9.3.4.1. Returns

9.3.4.2. Innocations

9.4. Incentives

9.4.1. Product lifes cycle

9.4.2. Acces to raw materials

9.4.3. Opport integrat ops

9.4.4. Gain acces to costumers

9.5. Opportunities

9.5.1. Identify Int. Opportunities

9.5.1.1. Basic Benefits

9.5.2. Explore Resources and Capabilities

9.5.2.1. International Corporate-Level Strategies

9.5.2.1.1. Transnational Strategy

9.5.2.1.2. Global Strategy

9.5.2.1.3. Multidomestic Strategy

9.5.2.2. International Business- Level Strategy

9.5.3. Use Core Competence

9.5.3.1. Modes of Entry

9.5.3.1.1. Exporting

9.5.3.1.2. Licensing /Strategic

9.5.3.1.3. Acquisitions

9.6. Outcomes

9.6.1. Strategic Competitivenes Outcomes

9.6.1.1. Improved performance

9.6.1.2. Enhanced Innovation