Operations Strategy in a

2 Global Environment

PowerPoint presentation to accompany

Heizer and Render
Operations Management, 10e
Principles of Operations Management, 8e

PowerPoint slides by Jeff Heyl

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2011 Pearson
 Outline

Global Company Profile: Boeing

A Global View of Operations
Cultural and Ethical Issues
Developing Missions And
Strategies
Mission
Strategy

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 Outline Continued

Achieving Competitive Advantage

Through Operations
Competing On Differentiation
Competing On Cost
Competing On Response
Ten Strategic OM Decisions

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 Outline Continued

Strategy Development and

Implementation
Key Success Factors and Core
Competencies
Build and Staff the Organization
Integrate OM with Other Activities

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 Outline Continued

Global Operations Strategy

Options
International Strategy
Multidomestic Strategy
Global Strategy
Transnational Strategy

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 Learning Objectives
When you complete this chapter you
should be able to:

1. Define mission and strategy

2. Identify and explain three strategic
approaches to competitive
advantage
3. Identify and define the 10 decisions
of operations management

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 Learning Objectives
When you complete this chapter you
should be able to:

4. Understand the significant key

success factors and core
competencies
5. Identify and explain four global
operations strategy options

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 Some Boeing Suppliers (787)
Firm Country Component
Latecoere France Passenger doors
Labinel France Wiring
Dassault France Design and
PLM software
Messier-Bugatti France Electric brakes
Thales France Electrical power
conversion system
and integrated
standby flight display
Messier-Dowty France Landing gear structure
Diehl Germany Interior lighting
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 Some Boeing Suppliers (787)
Firm Country Component
Cobham UK Fuel pumps and valves
Rolls-Royce UK Engines
Smiths Aerospace UK Central computer
system
BAE SYSTEMS UK Electronics
Alenia Aeronautics Italy Upper center
fuselage &
horizontal stabilizer
Toray Industries Japan Carbon fiber for
wing and tail units

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 Some Boeing Suppliers (787)
Firm Country Component
Fuji Heavy Japan Center wing box
Industries
Kawasaki Heavy Japan Forward fuselage,
Industries fixed section of wing,
landing gear well
Teijin Seiki Japan Hydraulic actuators
Mitsubishi Heavy Japan Wing box
Industries
Chengdu Aircraft China Rudder
Group
Hafei Aviation China Parts
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 Some Boeing Suppliers (787)
Firm Country Component
Korean Aviation South Wingtips
Korea
Saab Sweden Cargo access doors

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 Global Strategies
Boeing sales and production are
worldwide
Benetton moves inventory to stores
around the world faster than its
competition by building flexibility into
design, production, and distribution
Sony purchases components from
suppliers in Thailand, Malaysia, and
around the world

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 Global Strategies
Volvo considered a Swedish company
but until recently was controlled by an
American company, Ford. The current
Volvo S40 is built in Belgium and shares
its platform with the Mazda 3 built in
Japan and the Ford Focus built in Europe.
Haier A Chinese company, produces
compact refrigerators (it has one-third of
the US market) and wine cabinets (it has
half of the US market) in South Carolina

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 Growth of World Trade
35

30
Collapse of the
25 Berlin Wall

20
Percent

15

10

0
| | | | | | | | | | |
1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 (est*)
Year
Figure 2.1
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 Some Multinational
Corporations
% Sales % Assets
Outside Outside
Home Home Home % Foreign
Company Country Country Country Workforce

Citicorp USA 34 46 NA
Colgate- USA 72 63 NA
Palmolive
Dow USA 60 50 NA
Chemical
Gillette USA 62 53 NA
Honda Japan 63 36 NA
IBM USA 57 47 51

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 Some Multinational
Corporations
% Sales % Assets
Outside Outside
Home Home Home % Foreign
Company Country Country Country Workforce

ICI Britain 78 50 NA
Nestle Switzerland 98 95 97
Philips Netherlands 94 85 82
Electronics
Siemens Germany 51 NA 38
Unilever Britain & 95 70 64
Netherlands

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 Reasons to Globalize

Reasons to Globalize
Tangible 1. Reduce costs (labor, taxes, tariffs, etc.)
Reasons 2. Improve supply chain
3. Provide better goods and services
4. Understand markets
Intangible 5. Learn to improve operations
Reasons 6. Attract and retain global talent

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 Reduce Costs
Foreign locations with lower wage
rates can lower direct and indirect
costs
Maquiladoras
World Trade Organization (WTO)
North American Free Trade
Agreement (NAFTA)
APEC, SEATO, MERCOSUR, CAFTA
European Union (EU)

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 Improve the Supply Chain
Locating facilities closer to
unique resources
Auto design to California
Athletic shoe production to China
Perfume manufacturing in France

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 Provide Better Goods
and Services
Objective and subjective
characteristics of goods and
services
On-time deliveries
Cultural variables
Improved customer service

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 Understand Markets
Interacting with foreign customers
and suppliers can lead to new
opportunities
Cell phone
design from
Europe
Cell phone
fads from
Japan
Extend the product life cycle

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 Learn to Improve
Operations
Remain open to the free flow of
ideas
General Motors partnered with a
Japanese auto manufacturer to
learn new approaches to
production and inventory control
Equipment and layout have been
improved using Scandinavian
ergonomic competence

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 Attract and Retain Global
Talent
Offer better employment
opportunities
Better growth opportunities and
insulation against unemployment
Relocate unneeded personnel to
more prosperous locations

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 Cultural and Ethical Issues
Cultures can be quite different
Attitudes can be quite different
towards
Punctuality Thievery
Lunch breaks Bribery
Environment Child labor
Intellectual
property

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 Companies Want To Consider
National literacy rate Work ethic
Rate of innovation Tax rates
Rate of technology Inflation
change Availability of raw
Number of skilled materials
workers Interest rates
Political stability
Population
Product liability laws
Number of miles of
Export restrictions highway
Variations in language Phone system

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 Match Product & Parent
Braun Household
Appliances 1. Volkswagen
Firestone Tires 2. Bridgestone
Godiva Chocolate 3. Campbell Soup
Haagen-Dazs Ice 4. Tata Motors Limited
Cream
5. Proctor and Gamble
Jaguar Autos
6. Nestl
MGM Movies
7. Pillsbury
Lamborghini Autos
8. Sony
Alpo Petfoods

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 Match Product & Parent
Braun Household
Appliances 1. Volkswagen
Firestone Tires 2. Bridgestone
Godiva Chocolate 3. Campbell Soup
Haagen-Dazs Ice 4. Tata Motors Limited
Cream
5. Proctor and Gamble
Jaguar Autos
6. Nestl
MGM Movies
7. Pillsbury
Lamborghini Autos
8. Sony
Alpo Petfoods

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 Match Product & Country
Braun Household
Appliances
Firestone Tires 1. Great Britain
Godiva Chocolate 2. Germany
Haagen-Dazs Ice 3. Japan
Cream 4. United States
Jaguar Autos 5. Switzerland
MGM Movies 6. India
Lamborghini Autos
Alpo Pet Foods

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 Match Product & Country
Braun Household
Appliances
Firestone Tires 1. Great Britain
Godiva Chocolate 2. Germany
Haagen-Dazs Ice 3. Japan
Cream 4. United States
Jaguar Autos
5. Switzerland
MGM Movies 6. India
Lamborghini Autos
Alpo Pet Foods

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 Developing Missions and
Strategies
Mission statements tell an
organization where it is going

The Strategy tells the

organization how to get there

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 Mission

Mission - where are

you going?
Organizations
purpose for being
Answers What do
we provide society?
Provides boundaries
and focus

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 Merck
The mission of Merck is to provide
society with superior products and
servicesinnovations and solutions
that improve the quality of life and
satisfy customer needsto provide
employees with meaningful work and
advancement opportunities and
investors with a superior rate of return.

Figure 2.2
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 Hard Rock Cafe
Our Mission: To spread the spirit of
Rock n Roll by delivering an
exceptional entertainment and dining
experience. We are committed to being
an important, contributing member of
our community and offering the Hard
Rock family a fun, healthy, and
nurturing work environment while
ensuring our long-term success.

Figure 2.2
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 Arnold Palmer Hospital

Arnold Palmer Hospital for

Children provides state-of-the-art,
family centered healthcare
focused on restoring the joy of
childhood in an environment of
compassion, healing, and hope.

Figure 2.2
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 Factors Affecting Mission
Philosophy
and Values

Profitability
Environment
and Growth
Mission

Customers Public Image

Benefit to
Society

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 Sample Missions

Sample Company Mission

To manufacture and service an innovative, growing, and
profitable worldwide microwave communications business
that exceeds our customers expectations.

Sample Operations Management Mission

To produce products consistent with the companys mission

as the worldwide low-cost manufacturer.

Figure 2.3
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 Sample Missions
Sample OM Department Missions
Product design To design and produce products and
services with outstanding quality and
inherent customer value.
Quality management To attain the exceptional value that is
consistent with our company mission and
marketing objectives by close attention to
design, procurement, production, and field
service operations

Process design To determine, design, and produce the

production process and equipment that will
be compatible with low-cost product, high
quality, and good quality of work life at
economical cost.

Figure 2.3
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 Sample Missions
Sample OM Department Missions
Location To locate, design, and build efficient and
economical facilities that will yield high
value to the company, its employees, and the
community.
Layout design To achieve, through skill, imagination, and
resourcefulness in layout and work methods,
production effectiveness and efficiency
while supporting a high quality of work life.

Human resources To provide a good quality of work life, with

well-designed, safe, rewarding jobs, stable
employment, and equitable pay, in exchange
for outstanding individual contribution from
employees at all levels.

Figure 2.3
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 Sample Missions
Sample OM Department Missions
Supply-chain To collaborate with suppliers to develop
management innovative products from stable, effective,
and efficient sources of supply.
Inventory To achieve low investment in inventory
consistent with high customer service levels
and high facility utilization.
Scheduling To achieve high levels of throughput and
timely customer delivery through effective
scheduling.
Maintenance To achieve high utilization of facilities and
equipment by effective preventive
maintenance and prompt repair of facilities
and equipment.

Figure 2.3
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 Strategic Process
Organizations
Mission

Functional
Area Missions

Finance/
Marketing Operations
Accounting

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 Strategy
Action plan to
achieve mission
Functional areas have
strategies
Strategies exploit
opportunities and
strengths, neutralize
threats, and avoid
weaknesses

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 Strategies for Competitive
Advantage
Differentiation better, or at
least different
Cost leadership cheaper
Response rapid response

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 Competing on
Differentiation
Uniqueness can go beyond both the
physical characteristics and service
attributes to encompass everything
that impacts customers perception
of value
Safeskin gloves leading edge products
Walt Disney Magic Kingdom
experience differentiation
Hard Rock Cafe dining experience

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 Competing on Cost
Provide the maximum value as
perceived by customer. Does not
imply low quality.
Southwest Airlines secondary
airports, no frills service, efficient
utilization of equipment
Wal-Mart small overhead, shrinkage,
distribution costs
Franz Colruyt no bags, low light, no
music, doors on freezers

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 Competing on Response
Flexibility is matching market changes in
design innovation and volumes
A way of life at Hewlett-Packard
Reliability is meeting schedules
German machine industry
Timeliness is quickness
in design, production,
and delivery
Johnson Electric,
Pizza Hut, Motorola

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 OMs Contribution to Strategy
10 Operations Competitive
Decisions Approach Example Advantage

Product DIFFERENTIATION
Innovative design Safeskins innovative gloves
Broad product line Fidelity Securitys mutual
Quality funds
After-sales service Caterpillars heavy equipment
service
Process Experience Hard Rock Cafs dining
experience
Location
COST LEADERSHIP Differentiation
Low overhead Franz-Colruyts warehouse- (better)
Layout type stores
Effective capacity
use Southwest Airlines
Human aircraft utilization
resource Response
Inventory (faster)
management Wal Marts sophisticated Cost
Supply chain distribution system
leadership
RESPONSE (cheaper)
Inventory Flexibility Hewlett-Packards response to
volatile world market
Reliability FedExs absolutely, positively,
Scheduling on time
Quickness Pizza Huts 5-minute guarantee
Figure 2.4
Maintenance
at lunchtime
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 10 Strategic OM Decisions

1. Goods and 6. Human resources

service design and job design
2. Quality 7. Supply-chain
3. Process and management
capacity design 8. Inventory
4. Location
selection 9. Scheduling
5. Layout design 10. Maintenance

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 Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Goods and Product is usually Product is not
service tangible tangible
design
Quality Many objective Many subjective
standards standards
Process Customers not Customer may be
and involved directly involved
capacity Capacity must
design match demand

Table 2.1 2 - 48
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 Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Location Near raw Near customers
selection materials and
labor
Layout Production Enhances product
design efficiency and production
Human Technical skills, Interact with
resources consistent labor customers, labor
and job standards, output standards vary
design based wages

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 Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Supply Relationship Important, but
chain critical to final may not be
product critical
Inventory Raw materials, Cannot be stored
work-in-process,
and finished
goods may be
held
Scheduling Level schedules Meet immediate
possible customer demand
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 Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Maintenance Often preventive Often repair and
and takes place takes place at
at production site customers site

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 Managing Global Service
Operations
Requires a different perspective
on:
Capacity planning
Location planning
Facilities design and layout
Scheduling

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 Process Design
High Process-focused Mass Customization
JOB SHOPS Customization at high
(Print shop, emergency Volume
room, machine shop, (Dell Computers PC,
Variety of Products

fine-dining Repetitive (modular) cafeteria)

restaurant) focus
ASSEMBLY LINE
Moderate (Cars, appliances,
TVs, fast-food
restaurants) Product focused
CONTINUOUS
(Steel, beer, paper,
bread, institutional
kitchen)

Low

Low Moderate High

Volume
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 Operations Strategies of
Two Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Product Heavy R&D investment; Low R&D investment;
Selection and extensive labs; focus on focus on development
Design development in a broad of generic drugs
range of drug
categories
Quality Major priority, exceed Meets regulatory
regulatory requirements requirements on a
country by country
basis

Table 2.2
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 Operations Strategies of
Two Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Process Product and modular Process focused;
process; long general processes; job
production runs in shop approach, short-
specialized facilities; run production; focus
build capacity ahead of on high utilization
demand
Location Still located in the city Recently moved to low-
where it was founded tax, low-labor-cost
environment

Table 2.2
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 Operations Strategies of
Two Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Scheduling Centralized production Many short-run
planning products complicate
scheduling

Layout Layout supports Layout supports

automated product- process-focused job
focused production shop practices

Table 2.2
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 Operations Strategies of
Two Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Human Hire the best; Very experienced top
Resources nationwide searches executives; other
personnel paid below
industry average

Supply Chain Long-term supplier Tends to purchase

relationships competitively to find
bargains

Table 2.2
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 Operations Strategies of
Two Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Inventory High finished goods Process focus drives up
inventory to ensure all work-in-process
demands are met inventory; finished
goods inventory tends
to be low
Maintenance Highly trained staff; Highly trained staff to
extensive parts meet changing demand
inventory

Table 2.2
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 Issues In Operations Strategy

Resources view
Value Chain analysis
Porters Five Forces model
Operating in a system with many
external factors
Constant change

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 Product Life Cycle
Introduction Growth Maturity Decline
Best period to Practical to change Poor time to Cost control
Company Strategy/Issues

increase market price or quality change image, critical

share image price, or quality

R&D engineering is Strengthen niche Competitive costs

critical become critical
Defend market
position Drive-through
Internet search engines restaurants
CD-ROMs
iPods
LCD &
Xbox 360 plasma TVs
Sales
Avatars

Boeing 787 Analog

TVs
Twitter
Figure 2.5
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 Product Life Cycle
Introduction Growth Maturity Decline
Product design Forecasting Standardization Little product
and development critical differentiation
Fewer product
critical Product and changes, more Cost
OM Strategy/Issues

Frequent process minor changes minimization

product and reliability Optimum Overcapacity
process design Competitive capacity in the
changes product industry
Increasing
Short production improvements stability of Prune line to
runs and options process eliminate
High production Increase capacity Long production items not
costs returning
Shift toward runs
good margin
Limited models product focus Product
Attention to Enhance improvement and Reduce
capacity
quality distribution cost cutting

Figure 2.5
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 SWOT Analysis

Mission

Internal External
Strengths Opportunities
Analysis

Internal External
Weaknesses Threats
Strategy

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 Strategy Development Process
Analyze the Environment
Identify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.

Determine the Corporate Mission

State the reason for the firms existence and identify the value it
wishes to create.

Form a Strategy
Build a competitive advantage, such as low price, design, or
volume flexibility, quality, quick delivery, dependability, after-
sale service, broad product lines.

Figure 2.6
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 Strategy Development and
Implementation
Identify key success factors
Build and staff the organization
Integrate OM with other activities

The operations managers job is to implement

an OM strategy, provide competitive
advantage, and increase productivity

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 Key Success Factors
Support a Core Competence and Implement Strategy by
Identifying and Executing the Key Success Factors in the Functional Areas

Marketing Finance/Accounting Production/Operations

Service Leverage
Distribution Cost of capital
Promotion Working capital
Channels of distribution Receivables
Product positioning Payables
(image, functions) Financial control
Lines of credit

Decisions Sample Options Chapter

Product Customized, or standardized 5

Quality Define customer expectations and how to achieve them 6, S6
Process Facility size, technology, capacity 7, S7
Location Near supplier or near customer 8
Layout Work cells or assembly line 9
Human resource Specialized or enriched jobs 10
Supply chain Single or multiple suppliers 11, S11
Inventory When to reorder, how much to keep on hand 12, 14, 16
Schedule Stable or fluctuating production rate 13, 15
Maintenance Repair as required or preventive maintenance 17

Figure 2.7 2 - 65
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 Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

Lean, Short Haul, Point-to-

Productive Point Routes, Often to
Employees Secondary Airports

Competitive Advantage:
Low Cost
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

Lean, Short Haul, Point-to-

Productive Point Routes, Often to
Employees Secondary Airports
Automated ticketing machines
Competitive Advantage:
No seat assignments
Low Cost
No baggage transfers
High Frequent,
Aircraft No meals (peanuts) Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
No meals (peanuts)
Lean,
Lower gate costs at Short Haul, Point-to-
Productive Point Routes, Often to
secondary airports
Employees Secondary Airports
High number of flights
Competitive Advantage:
reduces employee idleCost
Low time
between flights
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
High number of flights
Courteous, but
Limited Passenger
reduces employee idle time
Service
between flights
Lean,
Saturate a city with flights, Short Haul, Point-to-
Productive Point Routes, Often to
lowering administrative
Employees Secondary Airports
costs (advertising, HR, etc.)
Competitive
per passenger Advantage:
for that city
Low Cost
Pilot training required on
Highonly one type of aircraft Frequent,
Aircraft Reliable
Reduced
Utilization maintenance Schedules
Standardized
inventory required because
Fleet of Boeing
of only one type737
ofAircraft
aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
Pilot training required on
Courteous,
onlyLimited
one type butaircraft
of
Passenger
ReducedService
maintenance
Lean,
inventory required because Short Haul, Point-to-
Productive of only one type of aircraft
Point Routes, Often to
Employees Secondary Airports
Excellent supplier relations
with Boeing
Competitive has aided
Advantage:
financing
Low Cost
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Reduced maintenance
Service
inventory required because
Lean, of only one type of aircraft
Short Haul, Point-to-
Productive Point Routes, Often to
Flexible union
Employees Flexible employeesSecondary
and Airports
contracts standard planes aid
Competitive Advantage:
scheduling
Low Cost
Maintenance personnel
High trained only one type of
Frequent,
Aircraft aircraft Reliable
Utilization Standardized Schedules
20-minute gate
Fleet of Boeing turnarounds
737 Aircraft
Figure 2.8
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 Activity Mapping at
Southwest Airlines
Automated ticketing
Courteous, but
machines
Limited Passenger
Service
Empowered employees
Lean, High employee
Short Haul, Point-to-
Productive Point Routes, Often to
compensation
Employees Secondary Airports
Hire for attitude, then train
Competitive Advantage:
LowHigh level of stock
Cost
ownership
High
Aircraft High number of flightsFrequent,
Reliable
Utilization reduces employee idle time
Standardized Schedules
Fleetbetween
of Boeing flights
737 Aircraft
Figure 2.8
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 Four International
Operations Strategies
High
International Figure 2.9

Strategy
Cost Reduction Considerations

Import/export or
license existing
product
Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies Figure 2.9
Cost Reduction Considerations

International Strategy

Import/export or
license existing
product

Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations
GlobalStrategies
Figure 2.9
Strategy
Cost Reduction Considerations

Standardized
product
Economies of scale
Cross-cultural
learning
International Strategy

Examples
Import/export or
license existing
Texas Instruments
product

U.S.Caterpillar
Examples
Steel
Harley Davidson

Low
Otis Elevator
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies Figure 2.9
Global Strategy
Cost Reduction Considerations

Standardized product
Economies of scale
Cross-cultural learning

Examples:
Texas Instruments
Caterpillar
Otis Elevator

International Strategy

Import/export or
license existing
product

Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies
Multidomestic
Strategy Figure 2.9
Global Strategy
Use existing
Cost Reduction Considerations

Standardized product
domestic
Economies of scale
Cross-cultural learning model
Examples:globally
Texas Instruments
Franchise, joint
Caterpillar
Otis Elevator
ventures,
subsidiaries
International Strategy

Import/export or
Examples
license existing
product
Heinz
Examples
McDonalds
U.S. Steel
Harley Davidson

Low The Body Shop

Low Hard Rock Cafe High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies Figure 2.9
Global Strategy
Cost Reduction Considerations

Standardized product
Economies of scale
Cross-cultural learning

Examples:
Texas Instruments
Caterpillar
Otis Elevator

Multidomestic Strategy
International Strategy
Use existing
Import/export or domestic model globally
Franchise, joint ventures,
license existing
product subsidiaries

Examples Examples
U.S. Steel Heinz The Body Shop
Harley Davidson McDonalds Hard Rock Cafe

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies
Transnational
Figure 2.9
Strategy
Global Strategy
Cost Reduction Considerations

Move material,
Standardized product
Economies of scale

people, ideas
Cross-cultural learning

Examples:
across national
Texas Instruments
Caterpillar
boundaries
Otis Elevator

Economies of scale Multidomestic Strategy

Cross-cultural
International Strategy
Use existing
domestic model globally
learning
Import/export or
Franchise, joint ventures,
license existing
product subsidiaries

Examples
Examples
Examples
U.S. Steel
Harley Davidson
Heinz The Body Shop
McDonalds Hard Rock Cafe

Low
Coca-Cola
Low
Nestl High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Four International
High
Operations Strategies Figure 2.9
Global Strategy Transnational Strategy
Cost Reduction Considerations

Standardized product Move material, people, ideas

Economies of scale across national boundaries
Cross-cultural learning Economies of scale
Cross-cultural learning
Examples:
Texas Instruments Examples
Caterpillar Coca-Cola
Otis Elevator Nestl

Multidomestic Strategy
International Strategy
Use existing
Import/export or domestic model globally
Franchise, joint ventures,
license existing
product subsidiaries

Examples Examples
U.S. Steel Heinz The Body Shop
Harley Davidson McDonalds Hard Rock Cafe

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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 Ranking Corruption
Rank Country 2011 CPI Score (out of 10)
1 New Zealand 9.5 Least
2 Demark, Finland 9.4 Corrupt
5 Singapore 9.2
6 Norway 9.0
8 Australia, Switzerland 8.8
10 Canada 8.7
12 Hong Kong 8.4
14 Germany, Japan 8.0
16 UK 7.8
24 USA 7.1
32 Taiwan 6.1
43 South Korea 5.4
60 Malaysia 4.3 Most
75 China 3.6 Corrupt
112 Vietnam 2.9
143 Russia 2.4
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2011 Pearson
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Printed in the United States of America.

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