Hapter 14: Entry Strategy and Strategic Alliances
Hapter 14: Entry Strategy and Strategic Alliances
Hapter 14: Entry Strategy and Strategic Alliances
chapter 14
Entry strategy and
Strategic Alliances
Case1
GE joint venture
Opening case
• Case implications- evolution
1. Started in acquisition and Greenfield approach- why? for full
control.
2. Shift since Year 2000 to joint ventures- example, GE Money with
Hyundai to offer auto loans.
3. Acquisitions have been bid so high to discover later on hidden
problems in the acquired firm.
4. Economic, political, and cultural considerations make Joint
venture less risky than Greenfield approach. So the local partner
may take care of these issues.
5. Some countries like china for example prohibit other entry modes.
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GE’s Joint Ventures
13-3
Case2
Tesco’s international growth
strategy page 472
Tesco is the largest grocery store in the UK similar to Carrefour.
Tesco competencies: marketing, store site, logistics and inventory
mgt, private label product offerings.
Competencies lead to cash flow- lead to strategy of overseas
expansion.
To decide, would you go to established markets or to emerging
markets?
--they went to eastern Europe and Asia with few competitors and
underlying growth trends.
--huge investments in joint ventures and acquisitions in these
countries and in china.
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Case2
Tesco’s international growth
strategy
• 2007 Tesco had over 800 stores outside its homeland, with 7.6 billion
Euros and 1,900 stores generating 30 billion Euros.
• Success factors for Tesco:
1- knowledge transfer internationally, transferring its core capabilities in
retailing.
2- hiring local managers and supporting them with Tesco Method.
3- teaming up with good companies- value added approach. Or synergy.
We got the retailing know how and financial strength and you got the
deep understanding of your local market. Joint venture rules for
success.
4-seeking markets with good growth potential but lack strong indigenous
(local) competitors.
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Case2
Tesco’s international growth
strategy page
In March 2006 entered US. (contradiction, right?).
No.
Used Tesco Express Concept After its success in five countries.
Differentiate before you enter.
1- smaller stores
2-high quality prepared health food
3- unique idea in the US.
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Case2
Tesco’s international growth
strategy page 472
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Case 3
The Jollibee
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Case 3
The Jollibee
• Jollibee is A Philippine Multinational store began
1975 as an ice cream store.
• Copy Mc by benchmarking
• Look for weaknesses while benchmarking
• Tailoring its menu to local taste with secret spices.
• It outperformed Mc in Philippine.
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Case 3
The Jollibee
• 1n 1980 strong confidence to expand internationally.
• Follow countries with Pilipino people.
• In the US saturated but did well.
• The store started to receive Filipinos and ended up
having more non- Filipinos than Filipinos in the US.
Taco Bell has the same story.
• Now over 100 stores in china and in its way to India
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Case 4
Cisco and Fujitsu
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Case 4
Cisco and Fujitsu
Alliance goals:
1. Pool R&D efforts and share technology and
develop products more quickly.
2. Producing more reliable products via Cisco’s
proprietary leading edge router technology with
Fujitsu’s production expertise .
3. Fujitsu will give Cisco a stronger sales presence
in Japan. Connections and network
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Case 4
Cisco and Fujitsu
Alliance goals:
4- Fujitsu sells many telecommunication products but lacks a
strong presence in routers, whereas Cisco is strong in
routers, but lacks strong offerings elsewhere.
This alliance will offer Japan’s telecommunications
companies end to end communication solutions- a
complete solution not a fragmented one, because many
companies like to purchase their equipment form a single
provider. This should drive sales.
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Case 4
Cisco and Fujitsu
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JCB in India
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Group home work
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Chapter main elements
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Entry Strategy and Strategic
Alliances
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1 Basic Entry Decisions
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Basic Entry Decisions
13-20
Basic Entry Decisions
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Basic Entry Decisions
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1- which foreign market?
2- timing?
3- scale?
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2 Entry Modes
• Exporting
• Trunkey Projects
• Licensing
• Franchising
• Joint ventures
• Wholly owned subsidiaries see table 14.1
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Selecting an Entry Mode
13-25
http://news.sky.com/story/956296/londons-tall
est-building-officially-unveiled
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3 Greenfield Venture or
acquisition
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Greenfield Venture or
acquisition
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Why do acquisitions fail?
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Pros and Cons of Greenfield
Ventures
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Pros and Cons of Greenfield
Ventures
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Greenfield or Acquisition?
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4 Strategic Alliances
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The advantages of Strategic
Alliances
• You need a local partner in China to facilitate
your entry. NYiT and JUST.
• SA allow firms to share the fixed costs and risk.
• A way to bring together complementary skills
and assets that neither company could easily
develop on its own. Sharing now-how and skill.
• To establish technological standards for the
industry.
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The Disadvantages of
Strategic Alliances
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Strategic Alliances
13-36
• Next are just extra slides to
enhance your knowledge of
strategic alliances
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Strategic Alliances
Potential Benefits
of Strategic Alliances
Shared Synergy
Ease of
Shared Knowledge and
Market
Risk and Competitive
Entry
Expertise Advantage
13-40
international business, 5th edition
Ease of market entry
13-45
international business, 5th edition
Scope of Strategic Alliances 2
• Functional alliances: It usually involves
only a single area of the business.
• Production: A functional alliance in which
companies manufacture products in a
shared or common facility.
• Marketing alliance: Companies share
marketing resources. For instance, one
company introduces products into a
market the other company has presence
in. Or it may take the form of reciprocal
marketing in which they market each
Figure 13.2 The Scope of
Strategic Alliances 3
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international business, 5th edition
Scope of Strategic Alliances 4
• Financial alliance: For instance,
sharing equally the financial
resources to the project or one
partner may contribute the bulk of
financing while the other partner
provides special expertise.
• R & D: Agree to have joint
research to develop new
products.
Types of
Functional Alliances
Production alliances
Marketing alliances
Financial alliances
R&D alliances
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international business, 5th edition
implementation of Strategic
Alliances
1. Selection of the appropriate partner.
•The factors to consider in selection
• Compatibility: choosing partner that can be trusted. For
instance, if management style is inconsistent.
• Nature of the partner’s products. For instance, it is hard
to cooperate with a firm in one market and competing
with in another market.
• Safeness of the alliance based on success or failure of
previous alliances made by the partner.
• Potential for learning from the alliance
Implementation of SA 2
Partner
Selection
Form of Joint
ownership management
13-51
Implementation of SA 3-
Factors Affecting Partner Selection
Compatibility Nature of
seeking skills and resources partner services
compatibility Should not have competitive
products in different area
13-52
international business, 5th edition
Implementation of SA 4
2. Forms of Ownership
•Joint venture is more likely to take the form
of corporation, usually incorporated in the
country in which it will be doing business.
•The corporate form enables the partners to
have its own identity apart from the partners.
•Public-private venture in which the
government is involved and a privately
owned firm. Common in oil industry.
international business, 5th edition
Implementation of SA 5 –
Joint Management Considerations
Shared
management
agreements
Assigned
arrangements
Delegated
arrangements
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Figure 13.3a Shared
Management Agreement
Alliance
Partner Partner
1 2
One partner takes primary
responsibility
Alliance
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Figure 13.3c Delegated
Arrangement
Partner Partner
1 2
Joint venture
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Figure 13.4 Pitfalls of
Strategic Alliances
Changing Incompatibility
circumstances of partners
Pitfalls
Loss of
Access to
autonomy
information
Distribution
of earnings
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