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Competitive advantare througif global strategy






 

A global strategy is one in which a firm sells its product in many nations and employs an integrated worldwide approach to doing so.19 Just being a multinational does not imply a global strategy if the multinational has free- standing subsidiaries that operate independently in each nation. For example, many European (for example, Brown Boveri, now Asea-Brown Boveri, and Philips) and some American multinationals (such as General Motors and ITT) have historically competed in this way, diminishing their competitive advantage and providing an opportunity for competitors to overtake them.

In a global strategy, a firm sells in many if not all of the nations that represent significant markets for its product. This creates scale to amortize R& D costs and to allow the use of advanced production technology. The question becomes how to locate and manage the value chain for selling worldwide.

A global approach to strategy provides two distinctive ways in which a firm can gain competitive advantages or offset domestic disadvantages. The first is in the way a global firm can spread activities among nations to serve the world market. The second is via the ability of a global firm to coordinate among the dispersed activities.20 The location of activities in the value chain most related to the buyer, such as marketing, physical distribution, and after-sale service, is usually tied to where the buyer is located. Selling in Japan, for example, usually requires a firm to have

 


salespeople or distributors stationed in Japan and to provide for after-sale service in Japan. The location of other activities may also be tied to the buyer's location because of high transportation costs or the need for close interchange. In many service industries, for example, the production, delivery, and marketing of the service must take place near the buyer. Usually, the firm must physically locate the capability to perform such activities in each of the nations in which it operates.

In contrast, activities such as manufacturing and in-bound logistics as well as support activities such as technology development and procurement can be frequently decoupled from the buyer's location. They can be performed anywhere. In a global strategy, a firm locates such activities to optimize its cost position or differentiation from a worldwide perspective. A firm may establish one large plant from which it serves the world market, for example, reaping economies of scale. Few activities need, as a matter of necessity, to be performed in the home nation.

The strategic choices unique to global strategy can be summarized in two essential dimensions.

· Configuration: Where, and in how many nations, each activity in the value chain is performed. For example, do Sony or Matsushita produce VCRs in one large plant in Japan or establish additional plants in the United States and the United Kingdom?

· Coordination: How dispersed activities, or activities performed in several different nations, are coordinated. Is the same brand name or sales approach used in each nation, for example, or does each marketing subsidiary choose a separate brand or sales channel tailored to its local circumstances?

In multidomestic competition, multinationals have largely autonomous subsidiaries in each nation and manage them like a portfolio. In global competition, firms seek to gain much greater competitive advantage from their international presence, through locating activities with a global perspective and coordinating actively among them.

 


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