Get Started. It's Free
or sign up with your email address

1. ARBITRATION Absolute Economies

1.1. C.A ¿Why?

1.1.1. Absolute economies Through int standarization

1.2. Configuration

1.2.1. Diverse set Exploit element of distance

1.3. Coordination

1.3.1. By function Vertical relationship 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 Through int Standardization

2.2. Configuration

2.2.1. Similar countries Limit CAGE

2.3. Coordination

2.3.1. Business, region, customer Horizontal relationshic 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 National focus Economies of scale

3.2. Configuration

3.2.1. Similar countries Limit CAGE

3.3. Coordination

3.3.1. By country 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 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 Interaction location Improve barriers productivity

5.1.2. Key concepts Central Role of Business Jobs & wealth Business environment Identify interactions How locations Compete Most productive Successive upgrading Increasingly

5.1.3. 4 AREAS FACTOR CONDITIONS Key factors vs Non key DEMAND CONDITIONS Succed locally RELATED AND SUPPORGING INDUSTRIES Spatial proximity Competitive FIRM STATEGY, STRUCTURE & RIVALRY Local rivalry Germany example GOVERNMENT'S ROLE Challenger & Stimulating Example: Japanese Fax Machine Industry Factors Demand conditions Large number 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 Endowment of labor Natural resources- low wages

5.7.2. Investment-Drive Stage Efficiency- Dominant source Standard products Manufacture and outsource Higher wages Susceptible financial crisis

5.7.3. Innovation- Driven Stage Innovation- Dominant Source Clusters motors Institutions & Incentives Companies compete

5.8. Roles Governments

5.8.1. Competitiveness Microeconomic

5.8.2. Policies

5.8.3. TACTICAL Zero Sum Competition New investments Compete for every part/plant Generalized tax breaks Every city and sub-region Governement drives investment attraction

5.8.4. STRATEGICAL Positive Sum Competition Focus existing companies Specialization State support for training Effciency of doing business Coordination across jurisdictions Collaboration Private sector Governement

5.8.5. Value proposition Distinctive position area given assets Location ¿Distintive Strenghts relative to peers? ¿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 Human Capital 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


9.1.1. INTERNATIONAL Str (low,low) Focus Scope Operations Multiple industries /countries or regions HQ guides strategy

9.1.2. MULTIDOMESTIC Str (high resp,low g. int) Operations Decentralized to SBU/country Products&Services tailored/ local markets B.U independent/country Markets differ by country Competition in each Prominent str European firms

9.1.3. GLOBAL Str (low res,high int) Products standarized across national markets Business-level str centralized in home office SBU interdependent Economies of scale Lacks responsiveness local Resource sharing- Hard to manage

9.1.4. TRANSNATIONAL Str (high, high) Both Simultaneous requirements Strong central control & coordinatoin Decnetralization to local market responsivess Pursuit of organizational learning to competitive advantage

9.2. Evolution of Global Str

9.2.1. Phase 1: Globalization Originally home country

9.2.2. Phase 2: Glocalization Meet each country's local needs Market share Innovation still home-country Developing countries- defeatured

9.2.3. Phase 3: Local Innovation "In country, for country"

9.2.4. Phase 4: Reverse Innovation "in country, for the world" Developed in local

9.2.5. Risk in the International Environment Political Arab Spring Potenttial nationalization Economic Debt of various countries Uncertain prices

9.3. Basic Benefits

9.3.1. Economies of Scale & Learning Expanding size or scope of markets help Economies of Scale Spread costs Increase profit

9.3.2. Domestic market lack size

9.3.3. Location Advantages Low Cost Markets Raw materials Transportation Lower costs for labor Key customers Energy

9.3.4. International Diversification Returns 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 Basic Benefits

9.5.2. Explore Resources and Capabilities International Corporate-Level Strategies Transnational Strategy Global Strategy Multidomestic Strategy International Business- Level Strategy

9.5.3. Use Core Competence Modes of Entry Exporting Licensing /Strategic Acquisitions

9.6. Outcomes

9.6.1. Strategic Competitivenes Outcomes Improved performance Enhanced Innovation