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GSM by Mind Map: GSM

1. Linking ORg. structure to strategy

2. Competitive Advantage

2.1. Strategic importance

2.2. relativ strength

3. Lecture 1 (Global strategy & Industry)

3.1. Frameworks

3.1.1. Porter's 5 Forces

3.1.2. Key Success Factors What do cust want? How do firms stay competitive?

3.1.3. Strategy process Design

3.1.4. CAGE Framework

3.1.5. Strategy Postures GI LR

3.1.6. Strategic Group Y Product X Geography Y Price X breadth product lione

3.1.7. Generic strategies Porter Cost Differentiation Product Focus

3.1.8. Alternative Competitive Advantage Service Process

3.2. Memorize

3.2.1. Globalization Drivers Market Cost Government Competitive

3.2.2. Arbitrage Cultural Institutional Geographic Economic

3.2.3. An Economic Perspective on Strategic Success Corporate -> External Biz -> Internal

3.2.4. Industry profitability determinants (5Fs) Value to customer Competitive intensity Bargaining power

3.2.5. Internet Paper Takeaway Internet as a complementary to existing modes to business Porter Reducing profitability Standardized products Reducing costs Increases substitution threat Removes middlemen Reducing switch cost

3.2.6. Differentiation By product By customer segments

3.2.7. 6 Principles of strategic position Goal VP Strategy - Value Chain Trade-Offs Continuitiy

3.3. Article Nr

3.3.1. 1

3.3.2. 2

3.3.3. 3

4. Lecture 2

4.1. Frameworks

4.1.1. RBV of strategy of analysis Resources Resources and Capabilities? Capabilites Link btw R&G Strategy Exploit strength Improve weaknesses or outsource

4.1.2. Appraisal of R&C profit potential Extent of CA Scarcity Relevance Sustainability of CA Durability Transferability Replicability Appropriability (who gets profit) Property rights Bargaining power Embeddedness

4.1.3. VRIO Valuable Rare Inimitable Organization

4.1.4. Porter diamond Factor Conditions Demand Conditions Firm Strategy, Structure and Rivalry (FSR) Related and Supporting Industry (RSI) 5 Forces

4.1.5. Competitive ADvantage in International (these 4 things give u CA) KSF Diamond RBV

4.1.6. Outsourcing Matrix (S 25) Y Internalization Make Buy X Foreign Location Spefific Advantage

4.1.7. 4 Step framework customer driven Identify primary customer (PPC) Perspective Profit Capabilities Understand needs (DDP) Data analyticsd dialogues process Allocate resources Dedicated Service Export knowledge Low price Local value creation Global excellence Make it interactive deliver information about assumptions used widely by organization face to face meetings

4.2. Article Nr

4.2.1. 4 Competing on resources

4.2.2. 5 Choosing the right customer

4.2.3. 6

4.3. Memorize

4.3.1. Types of Resources Tangible Physical Financial Intangible Technology Reputation Human HR

4.3.2. Pro/cons of outsourcing

4.3.3. Takeaways Major sources of profitability Industry CA Global advantage stem from FSA and CSA Outsourcing Value Chain based on CSA and FSA

4.3.4. Condition for valuable resource Inimitable cannot copy Durable lasts long Appropriable who captures profit Substitutable easily substitued otherwise? Competitive superior

4.3.5. Strategic implications Invest put money to maintain value upgrade improve quality leverage Expand to new markets

4.3.6. Degree of Globalization Production relocation sensitivity LSA Regulatory Government shit Organizational Mgmt Incentives Union

4.3.7. How to win globally Abandon incremental thinking use resource efficiently Tailor best practices to local conditions Aim for higher quality

5. Lecture 3 (

5.1. Frameworks

5.1.1. Analysis of rival pair (z shape) Cell 1 lowest Cell 2 Cell 3 Cell 4 highest X Resource Similarity Y Market Commonality

5.1.2. Local EM Firms reaction to MNCs X Competitive Assets Y Industry pressure to globalize types Dodger Contender Defender Extender

5.2. Article Nr

5.2.1. 7

5.2.2. 8

5.3. Memorize

5.3.1. Competitive Pressure change rival portfolio Defend Core markets Weaken rivals Divert attention of rivals

5.3.2. Determinants of success competitive strtaegy Initial action anticipation reaction

5.3.3. Collusion competition think 5Fs

5.3.4. Formula pressure Market importance for target firm % of total sales of firm in that market size of incursion Market share of invader

5.3.5. 5 Stabilizing mechanisms Checks and balances tit for tat shared power polarized bloc collective security arrangement CSA

5.3.6. Types of collusion Tacit signaling Explicit Mutual Forbearance

5.3.7. Change game equilibrium cooperation deterrence commitment changing industry structure familiarity signaling

5.3.8. Minimize counter attacks odds Motivation Awareness Capability

5.3.9. Relative standing to competitor reactiveness attractiveness relative clout (power)

5.3.10. Main types of attack Onslaught attack directly Contest focus narrowly Guerilla Campaign attack from behind Feint / Thrust distracting rival Gambit sacrifice an unimportant market

5.3.11. Destabilize pressure system Divide and conquer seperate players from mutual forbearance Balancer shift between rivals Assimilator Buy them

6. Lecture 4

6.1. Build-Buy-Borrow Model

6.1.1. RTCF

6.1.2. BBB

6.2. Frameworks

6.2.1. Three stage model (S curve) X Degree of internationalization Y Performance 3 Stages

6.2.2. Alliance portfolio model Portfolio design Align strengths weaknesses an see how they change over time Interdependencies of alliances Composition Portfolio Management Knowledge Performance Internal Coordination Individual Factors Levers Exchange

6.2.3. International structural stages model X Foreign sales as % total sales Y Foreign product diversity

6.3. Article Nr

6.3.1. 9 Managing JV

6.3.2. 10

6.3.3. 11

6.4. Memorize

6.4.1. Strategy issues Do we have to grow inter.? Revenue Less Depence Leverage Talent Follow clients When? Market timing First mover last mover Which markets? Market scoring model How to enter Entry modes

6.4.2. M&A Process

6.4.3. Risk & Challengers of Strategic Alliances

6.4.4. Measures of JV subjective objective

6.4.5. Issues in JV Performance objective subjective Knowledge management Governance and control Equity mgmt responsibility Internationalization before deal Valuation

6.4.6. Cultural differences

6.4.7. harmony is not most important measure

6.4.8. Four guidelines for competitive collaboration collaboration is indirect competition Cooperation has limits Learning is important

7. Lecture 5

7.1. Frameworks

7.1.1. X Level of C&R local

7.1.2. Generic Differentiated roles and responsibilites Y Strategic importance of local environment Black Hole Leader Implementor Contributor

7.1.3. Knowledge differentiation X Knowledge inflow Y Knowledge outflow Local innovator Global innovator Integrated player Implementor

7.1.4. International structural stages model X Foreign sales as % total sales Y Foreign product diversity

7.1.5. International structural stages model X Foreign sales as % total sales Y Foreign product diversity

7.2. Article Nr

7.2.1. 12 Aligning org. with market

7.2.2. 13

7.2.3. 14

7.3. Memorize

7.3.1. Organizational forms Classic Functional divisional global matrix new Transnational network Knowledge community

7.3.2. Strategies Global Strategy Efficiency / Centralization Centralized Hub Worldwide product structure International Learning / Replication / Centralization Coordinated Federation International division Multi-domestic Responsiveness / Local operatiions Decentralized Federation Geographic division Transnational Mix of everything New dimension Integrated Network Global Matrix

7.3.3. Market orientation Stages 1 2 3 4 Key advice Keep everyone focused on customer experience Adjust the pace of alignment process Keep realigning

7.3.4. Cycle of Continous change Phases Influence Authority Technology Culture

8. Lecture 6 (subsidiaries)

8.1. Frameworks

8.1.1. Subsidiary evolution Power Autonomy Resource dependency theory Inverse U shape Soft control Hard control Limited control

8.1.2. Attention allocation portfolio X Attention given to mrket (external) Y Level of attention (internal) Squeaky wheels internal success stories Major markets big markets Honey Pots market important but limited attention Forgotten markete very low

8.2. Article Nr

8.3. Memorize

8.3.1. HQ role strategy roles boundaries resources control

8.3.2. Contradictory instutional logic Enterprise logic mission strategy objectives cycle of times domicile logic

8.3.3. Two theories subsidiary power Agency theory Loaned power resource dependency theory Owned power

8.3.4. Control Strategies Monitoring Financial Non-financial Vertical integration Between HQ and subs Horizontal integration between subsidiaries

8.3.5. Exec attention Support visibility relative standing

8.3.6. How to attract exec attention Voice initatives Profile building weight size performance

8.3.7. Subsidiary initiatives external do it themselves dont thell HQ internal initiatives Tell the HQ Official way -> higher mgmt intervenes concession to other subsidiary