10.06.

2010
1
Globale Wettbewerbsvorteile
in einer regionalen Welt
Bjrn Ambos
Institute for International Business
2
COPYRIGHT BY PROFESSOR BJRN AMBOS, ALL RIGHTS
RESERVED.
Ein Globales Dorf
technologische, soziale, politische und konomische Vernderungen
fhren zu einem globalen Dorf mit nahezu homogenen
Produktprferenzen
Theodore Levitt (1983)
The Globalization of Markets.
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2
Friedmans These:
Die Welt ist flach
3
Vergleich: Welt GDP vs Welt
Exporte
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3
Aber: Waren wir nicht schon
einmal hier?
5
0 20 40 60 80 100
Trade (to GDP)
Stock Investment
Patents
Tourist Arivals
FDI
Private Charity
Universtity Students
Immigrants (to population)
Telephone calls
Die 10 Prozent-Annahme
Copyright by Professor Bjrn Ambos, All rights reserved. 6
10%
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4
Die Welt nach
Bevlkerungsdichte
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Die Welt nach Lichtemmission
Copyright by Professor Bjrn Ambos, All rights reserved. 8
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5
Die Welt nach Patenten
Copyright by Professor Bjrn Ambos, All rights reserved. 9
Die Welt nach Pro-Kopf-
Einkommen
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Der Fall von Coca-Cola
Roberto Goizueta: Exploring Similarites
Growth fever
Economies of Scale
Statelessness
Ubiquity
Centralization and Standardization
Copyright by Professor Bjrn Ambos, All rights reserved. 12
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7
Der Global Strategy
Imperativ
Zero
integration
Total
integration
RHQ in Europa
0
10
20
30
40
50
60
1
9
1
5
1
9
2
0
1
9
2
5
1
9
3
0
1
9
3
5
1
9
4
0
1
9
4
5
1
9
5
0
1
9
5
5
1
9
6
0
1
9
6
5
1
9
7
0
1
9
7
5
1
9
8
0
1
9
8
5
1
9
9
0
1
9
9
5
2
0
0
0
2
0
0
5
2
0
1
0
Source: Ambos & Schlegelmilch (2009): The New Role of Regional Management, PalgraveMcmillan
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Drei Grnde fr Regional
Management
Copyright by Professor Bjrn Ambos, All rights reserved. 15
Economic Advantage Economic Advantage
Managerial Advantage Managerial Advantage
Knowledge Advantage Knowledge Advantage
1. Economic Advantage
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Die Wertkette
TECHNOLOGY PRODUCT DESIGN MANUFACTURING MARKETING DISTRIBUTION SERVICE
Die Wertkette: Lokale und
Globale Elemente
Non-location bound
location bound
Ranking of value chain activities
as a function of relative FSA requirements
Relative FSA
requirements
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10
Die Wertkette Regionale
Elemente
Non-location bound
location bound
Ranking of value chain activities
as a function of relative FSA requirements
Relative FSA
requirements
Wal Mart
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11
Geographische Distanz
Kulturelle Distanz
konomische Distanz
Administrative Distanz
Optimal Scope
Regional Limits of Scope
Pharma Drug Approval (A)
Automotive Distribution (G)
Consumer Tastes (C)
Sport Consumer Tastes (C)
Market Maturity (E)
Financial Services Market Maturity (E)
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C
o
re
ma
rke
ts
C
o
re
ma
rke
ts
Gruppierung um
Kundenprferenzen
Gruppierung um
Marktreife
Plus:
- Dubai
- Sdafrika
- Brazilen
Grenzen der Skalierbarkeit
2. Managerial Advantage
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Corporate Headquarters
Regional Headquarters
Subsidiaries
Pressures for global
Integration and regional
responsiveness
Pressures for regional
Integration and local
responsiveness
Organization: Environment:
Spannungen in der
Organisation
Management von Spannungen
Co
re
mark
ets
- Direkte Reporting Lines
fr die big 5
- Gruppierung der kleinen
Mrkte
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3. Knowledge Advantage
Der Fall von Puma
Brazil
Romania
Salzburg
Dubai
South Africa
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Das Problem der Distanz
Copyright by Professor Bjrn Ambos, All rights reserved. 29
Distance to the Home Country
V
a
r
i
a
n
c
e
i
n

P
e
r
c
e
p
t
i
o
n
Unsere Welt wird regionaler - nicht globaler
oder lokaler
Regional Headquarters bieten Unternehmen
strukturelle Lsungen, um auf dieses neue
Umfeld zu reagieren.
Weitere Fragen:
Wie strukturiere ich meine Region?
Wie manage ich mein Regional Headquarters?
Zusammenfassung
30
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Globale Wettbewerbsvorteile
in einer regionalen Welt
Bjrn Ambos
Institute for International Business
Who does What?
0% 20%40%60%80%100%
Technology
IT
Purchasing
Finance
Manufacturing
Stakeholder Management
Human Resource
Marketing
Distribution
Sales
Subsidiary
RHQ
GHQ
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Who Decides? HQ vs RHQ
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Tasks Performed by RHQ
3,20 3,40 3,60 3,80 4,00 4,20 4,40
Initiating new ventures
Improving local units operations
Planning entry into new markets
Standardizing processes throughout the region
Assisting local units in pursuing new market developments
Ensuring that its local units follow consistent policies across
the region
Spreading best practices throughout the region
Exploiting synergies across the region
Searching for new business opportunities
Source: Ambos & Schlegelmilch (2009): The New Role of Regional Management, PalgraveMcmillan
Copyright by Professor Bjrn Ambos, All rights reserved. 34
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Entry Administration
Development Consolidation
Strong
Strong
Weak
Weak
Entrepreneurial roles
(scouting, signaling, stimulating)
I
n
t
r
e
g
r
a
t
i
v
e
R
o
l
e
s
(
c
o
o
r
d
i
n
a
t
i
o
n
,

r
e
s
o
u
r
c
e

p
o
o
l
i
n
g
)
Evolving HQ Roles over Time
Copyright by Professor Bjrn Ambos, All rights reserved. 35
Administration
Development Consolidation
Strong
Strong
Weak
Weak
Entrepreneurial roles
(scouting, signaling, stimulating)
I
n
t
r
e
g
r
a
t
i
v
e
R
o
l
e
s
(
c
o
o
r
d
i
n
a
t
i
o
n
,

r
e
s
o
u
r
c
e

p
o
o
l
i
n
g
)
Against the Trend:
Evidence from Europe
Copyright by Professor Bjrn Ambos, All rights reserved. 36