Strategies For Competing in International Markets

Chapter 7
STRATEGIES FOR
COMPETING IN
INTERNATIONAL MARKETS
THIS CHAPTER WILL HELP YOU UNDERSTAND:
LO 1 The primary reasons companies choose
to compete in international markets.
LO 2 How and why differing market conditions across countries
influence a company’s strategy choices in international
markets.
LO 3 The five major strategic options for entering foreign markets.
LO 4 The three main strategic approaches for competing
internationally.
WHY COMPANIES DECIDE TO
ENTER FOREIGN MARKETS
To gain access to To spread business

new customers risk across a wider
To further exploit market base
core competencies
To achieve lower costs To gain access to

through economies of scale, resources and
experience, and increased capabilities located
purchasing power in foreign markets
WHY COMPETING ACROSS NATIONAL BORDERS
MAKES STRATEGY-MAKING MORE COMPLEX
Different countries have different home-

1. country advantages in different industries
Location-based value chain advantages

2. for certain countries
Differences in government policies, tax

3. rates, and economic conditions
4. Currency exchange rate risks
Differences in buyer tastes and

5. preferences for products and services
FIGURE 7.1
The Diamond of
National Advantage
THE DIAMOND FRAMEWORK
 Answers important questions about

competing on an international basis by:
● Predicting where new foreign entrants are
likely to come from and their strengths.
● Highlighting foreign market opportunities
where rivals are weakest.
● Identifying the location-based advantages
of conducting certain value chain activities
of the firm in a particular country.
REASONS FOR LOCATING VALUE CHAIN
ACTIVITIES ADVANTAGEOUSLY
♦ Lower wage rates ♦ Proximity to suppliers

♦ Higher worker and technologically
productivity related industries
♦ Proximity to customers
♦ Lower energy costs
♦ Fewer environmental ♦ Lower distribution costs
regulations ♦ Available\unique natural
♦ Lower tax rates resources
♦ Lower inflation rates

THE IMPACT OF GOVERNMENT POLICIES AND
ECONOMIC CONDITIONS IN HOST COUNTRIES
♦ Positives ♦ Negatives
● Tax incentives ● Environmental regulations
● Low tax rates ● Subsidies and loans to
● Low-cost loans domestic competitors
● Site location and ● Import restrictions
development ● Tariffs and quotas
● Worker training ● Local-content requirements
● Regulatory approvals
● Profit repatriation limits
● Minority ownership limits
CORE CONCEPT
♦ Political risks stem from instability or

weaknesses in national governments and
hostility to foreign business.
♦ Economic risks stem from the stability of a
country’s monetary system, economic and
regulatory policies, the lack of property rights
protections.
THE RISKS OF ADVERSE
EXCHANGE RATE SHIFTS
 Effects of Exchange Rate Shifts:

● Exporters experience a rising demand for
their goods whenever their currency grows
weaker relative to the importing country’s
currency.
● Exporters experience a falling demand for
their goods whenever their currency grows
stronger relative to the importing country’s
currency.
CROSS-COUNTRY DIFFERENCES IN
DEMOGRAPHIC, CULTURAL, AND MARKET
CONDITIONS
To customize offerings in each

country market to match the tastes
and preferences of local buyers
Key Strategic
Considerations
To pursue a strategy of offering
a mostly standardized product
worldwide.
STRATEGIC OPTIONS FOR ENTERING AND
COMPETING IN INTERNATIONAL MARKETS
Five major strategic options for entering foreign markets.

1. Maintain a home country production base and export
goods to foreign markets.
2. License foreign firms to produce and distribute the
firm’s products abroad.
3. Employ a franchising strategy in foreign markets.
4. Establish a subsidiary in a foreign market via
acquisition or internal development.
5. Rely on strategic alliances or joint ventures with foreign
companies.
EXPORT STRATEGIES
♦ Using domestic plants as a production base for

exporting goods to foreign markets
♦ Advantages ♦ Disadvantages
● Low capital requirements ● Maintaining relative
● Economies of scale in cost advantage of
utilizing existing home-based production
production capacity ● Transportation and
● No distribution risk shipping costs
● No direct investment risk ● Exchange rates risks
● Tariffs\import duties
● Loss of channel control
LICENSING AND FRANCHISING STRATEGIES
♦ When a firm with valuable technical know-how, an

appealing brand, or a unique patented product has
neither the internal organizational capacity nor the
resources to enter foreign market.
● Low resource ● Maintaining control of
requirements proprietary know-how
● Income from ● Loss of operational
royalties and and quality control
franchising fees ● Adapting to local
● Rapid expansion market tastes and
into many markets expectations
LICENSING STRATEGY
♦ When a firm with valuable technical know-how, an

appealing brand, or a unique patented product has
neither the internal organizational capacity nor the
resources to enter foreign market.
FRANCHISING STRATEGY
♦ Better suited to the international expansion efforts

of service and retailing enterprises. McDonald’s,
KFC, Pizza Hut have all used franchising.
FOREIGN SUBSIDIARY STRATEGIES
♦ Establish a wholly owned subsidiary, either by

acquiring a foreign company or by establishing
operations from the ground up via internal
development.
● High level of control ● Costs of acquisition
● Quick large-scale ● Complexity of acquisition
market entry process
● Avoids entry barriers ● Integration of the firms’
● Access to acquired structures, cultures,
firm’s skills operations and personnel
FOREIGN SUBSIDIARY STRATEGIES
 A greenfield venture is a subsidiary business
that is established by setting up the entire
operation from the ground up.
 A greenfield strategy is appealing when:
● Creating an internal startup is cheaper than making
an acquisition.
● Adding new production capacity will not adversely
impact the supply–demand balance in the local market.
● A startup subsidiary has the ability to gain good
distribution access.
● A startup subsidiary will have the size, cost structure,
and resource strengths to compete head-to-head
against local rivals.
GREENFIELD STRATEGIES
● High level of control ● Capital costs of initial
over venture development
● “Learning by doing” ● Risks of loss due to
in the local market political instability or lack of
● Direct transfer of the legal protection of
firm’s technology, ownership
skills, business ● Slowest form of entry due
practices, and culture to extended time required
to construct facility
BENEFITS OF ALLIANCE AND
JOINT VENTURE STRATEGIES
 Collaborative strategies involving alliances or joint ventures
with foreign partners are a popular way for companies to
edge their way into the markets of foreign countries.
 Gaining partner’s knowledge of local market conditions
 Achieving economies of scale through joint operations
 Gaining technical expertise and local market knowledge
 Sharing distribution facilities and dealer networks, and
mutually strengthening each partner’s access to buyers.
 Directing competitive energies more toward mutual rivals and
less toward one another
 Establishing working relationships with key officials in the
host-country government
THE RISKS OF STRATEGIC ALLIANCES WITH
FOREIGN PARTNERS
 Outdated knowledge and expertise of local partners

 Cultural and language barriers
 Costs of establishing the working arrangement
 Conflicting objectives and strategies and/or deep
differences of opinion about joint control
 Differences in corporate values and ethical standards.
 Loss of legal protection of proprietary technology or
competitive advantage
 Overdependence on foreign partners for essential
expertise and competitive capabilities.
INTERNATIONAL STRATEGY:
THE THREE MAIN APPROACHES
Competing
Internationally
Multidomestic Global Transnational

Strategy Strategy Strategy
CORE CONCEPTS
♦ An international strategy is a strategy for

competing in two or more countries
simultaneously.
♦ A multidomestic strategy is one in which a
firm varies its product offering and competitive
approach from country to country in an effort
to be responsive to differing buyer preferences
and market conditions. It is a think-local,
act-local type of international strategy,
facilitated by decision making
decentralized to the local level.
CORE CONCEPTS
♦ A global strategy is one in which a firm

employs the same basic competitive approach in
all countries where it operates, sells much the
same products everywhere, strives to build global
brands, and coordinates its actions worldwide
with strong headquarters control. It represents a
think-global, act-global approach.
♦ A transnational strategy is a think-global,
act-local approach that incorporates
elements of both multidomestic
and global strategies.
FIGURE 7.2 Three Approaches for Competing Internationally
TABLE 7.1 Advantages and Disadvantages of Multidomestic,
Global, and Transnational Approaches
Multidomestic Approach
(think local, act local)
Advantages Disadvantages
• Can meet the specific needs of • Hinders resource and capability
each market more precisely sharing or cross-market transfers
• Can respond more swiftly to • Higher production and distribution
localized changes in demand costs
• Can target reactions to the • Not conducive to a worldwide
moves of local rivals competitive advantage
• Can respond more quickly to
local opportunities and threats
Global, and Transnational Approaches (cont’d)
Transnational Approach
(think global, act local)
• Offers the benefits of both local • More complex and harder to
responsiveness and global implement
integration • Conflicting goals may be difficult to
• Enables the transfer and reconcile and require trade-offs
sharing of resources and • Implementation more costly and
capabilities across borders time-consuming
• Provides the benefits of flexible
coordination
Global, and Transnational Approaches (cont’d)
Global Approach
(think global, act global)
• Lower costs due to scale and • Cannot to address local needs
scope economies precisely
• Greater efficiencies due to the • Less responsive to changes in
ability to transfer best practices local market conditions
across markets • Higher transportation costs and
• More innovation from tariffs
knowledge sharing and • Higher coordination and integration
capability transfer costs
• The benefit of a global brand
and reputation

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Chapter 7

To gain access to To spread business

To achieve lower costs To gain access to

Different countries have different home-

Location-based value chain advantages

Differences in government policies, tax

4. Currency exchange rate risks

Differences in buyer tastes and

 Answers important questions about

♦ Lower wage rates ♦ Proximity to suppliers

♦ Lower inflation rates

♦ Political risks stem from instability or

 Effects of Exchange Rate Shifts:

To customize offerings in each

Five major strategic options for entering foreign markets.

♦ Using domestic plants as a production base for

♦ When a firm with valuable technical know-how, an

♦ When a firm with valuable technical know-how, an

♦ Better suited to the international expansion efforts

♦ Establish a wholly owned subsidiary, either by

 Outdated knowledge and expertise of local partners

Multidomestic Global Transnational

♦ An international strategy is a strategy for

♦ A global strategy is one in which a firm

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