Untitled
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Chapter 3 Innovative Chinese Firms: A Case Study of Huaweis
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What is global strategic?
- ‘Global Strategy’ is a shortened term that covers three areas: global, multinational and international strategies. Essentially, these three strategies enable an organisation to achieve its objective of international expansion.
Does your company have a global strategy?
- Hence, many companies do not have a ‘global strategy’ in the way that it is defined in international business literature. Even some major multinationals do not have a true global strategy in the sense of completely integrated production, no localized brands, etc.
Global
Springer Texts in Business and Economics
Kazuyuki Motohashi
Springer Texts in Business and Economics
Springer Texts in Business and Economics
More information about this series at
Kazuyuki Motohashi
Kazuyuki Motohashi
Open Access This book is distributed under the terms of the Creative Commons Attribution vPref ace
In the Þ
viI hope this book helps Þ
Global Keiei Senryaku , a Japanese-language
Preface
viiContents
1 Introduction: Needs for New Global Strategies ................................... 1
1.3.1 Directions of Global Strategies ........................................ 6
1.3.2 Products and Services for ÒGood-EnoughÓ
1.3.3 Strengthening Cost Competitiveness ............................... 8
1.3.4 Creating Strong Business Models
1.3.5 Need for Strategies to Respond to Local Needs ............... 13
1.3.6 Management Strategies Integrated at the Global Level ... 14
Part I Global Business Strategy
..................................... 212.2.1 Scope of Management Strategy ....................................... 22
2.2.2 The Three Cs and SWOT Analysis
2.2.3 Global Strategies and Differences in Internal
2.2.4 Is China a Market or a Factory? ....................................... 28
2.2.5 Value Chains and Global Strategy .................................... 33
3 Changes in the Global Economic Environment ................................... 41
viii3.3 The Global Economic Forecast for 2030 ....................................... 46
World Competitiveness
......................................................................................... 494 Comparison of Economic Institutions in China and India ................. 57
4.2.1 Overview .......................................................................... 59
4.2.2 China: State-Led Strategic Foreign Investment Policies .. 64
4.2.3 India: The Steady Progress of a Democratic State ........... 65
4.2.4 Comparison of Political Systems ..................................... 66
4.2.5 Comparison of Economic Systems .................................. 68
4.3.1 Institutional Voids ............................................................. 71
4.3.2 Importance of Informal Institutions ................................. 74
5 New Business Model as Response to Competition
..................................................................... 776 India's Neemrana Industrial Park for Japanese Firms ....................... 93
Part II Fundamentals of Strategic Planning
............................................................. 107Contents
ix7.3 Alliance Forms and Management Methods ................................... 110
8 Hitachi Construction Machinery: Becoming a Wholly
............................................................................ 1218.2.1 Background ...................................................................... 122
8.2.2 Creation of a Joint Venture ............................................... 123
8.2.3 Dissolution of the Joint Venture and the Move
8.2.4 Post-joint Venture Management ....................................... 127
8.2.5 ChinaÕs Business Environment and Its Risks ................... 128
9 Marketing Theory in Global Business Context .................................... 137
10 Shiseido Marketing in China ................................................................. 155
11 International R&D Management .......................................................... 173
Contents
x11.3 R&D Internationalization Theory .................................................. 178
11.3.1 Merits and Demerits of Foreign R&D Centers ................ 178
11.3.2 Activities of Foreign R&D Centers .................................. 181
11.3.3 Selecting a Destination Country....................................... 183
12 Multinationalsí R&D in China and India ............................................. 191
12.2.1 Overview .......................................................................... 192
12.2.2 R&D Objectives and Regional Diversity ......................... 195
12.2.3 Differences Due to the Nationalities of Foreign Firm ...... 197
12.3.1 Overview .......................................................................... 198
12.3.2 Market-Driven R&D in Maruti Suzuki ............................ 201
12.3.3 Reverse Innovation at GE Healthcare .............................. 203
12.3.4 Organizational Management of Local R&D Centers ....... 204
13 Thailandís National Science and Technology Development
................................................................... 21113.4.1 Shiseido Thailand ............................................................. 215
13.4.2 Polyplastics Technical Solution Center ............................ 217
14 Suzuki Motorís Expansion in India ....................................................... 223
14.5.1 Hyundai Motor India (HMI) Limited ............................... 237
14.5.2 Tata Motors ...................................................................... 238
Contents
xi14.5.3 Mahindra & Mahindra...................................................... 239
14.5.4 Toyota Kirlroskar Motors ................................................. 239
14.5.5 Honda Siel ........................................................................ 239
15 Strategy Integration at the Global Level .............................................. 243
Index ................................................................................................................. 255
Contents
xiiiList of Figures
Fig. 1.1 GDP of Japan, the US, China, and India (USD in billions) ........... 4 Fig. 1.2 UN population estimates (in order of highest Fig. 1.3 Global business strategy for developing nations Fig. 1.4 Trends in exchange rates and overseas revenues ........................... 9 Fig. 1.5 Subsidiaries by country and year of establishment ........................ 10Fig. 2.1 SWOT analysis .............................................................................. 24
Fig. 2.2 Is China a market or a factory? ...................................................... 29
Fig. 2.3 AAA framework ............................................................................ 31
Fig. 2.4 PorterÕs value chain. The integration of procurement Fig. 2.5 Activities of overseas entities by corporate function ..................... 34Fig. 2.6 I-R Grid .......................................................................................... 35
Fig. 2.7 Comparison of corporations in Japan, the US, Fig. 3.1 Per capita GDP in U.S. dollars (developed countries) ................... 42 Fig. 3.2 Per capita GDP in U.S. dollars (developing countries) ................. 43 Fig. 3.3 Changes in shares of GDP (in nominal U.S. dollars) .................... 46Fig. 3.4 Changes in per capita GDP ............................................................ 48
Fig. 4.1 Per capita GDP of China and India ................................................ 60 Fig. 4.2 Inward foreign direct investment of China Fig. 4.3 Share of value added by type of ownership Fig. 5.1 Product architectures and business models .................................... 85 Fig. 6.1 Map of Neemrana Industrial Park and surrounding area ............... 94 Fig. 6.2 Map of DMIC and High-Speed Railway ....................................... 97 Fig. 7.1 Comparison of business transaction types ..................................... 111 Fig. 7.2 Structure of PPP (Public Private Partnership) ............................... 114 Fig. 7.3 Risk sharing between public and private entities ........................... 116 xivFig. 8.1 Hydraulic excavator ....................................................................... 124
Fig. 8.4 Chinese demand for hydraulic excavatorsFig. 9.1 4Ps of Marketing ............................................................................ 142
Fig. 9.2 Share of volume zone in China and India ...................................... 146 Fig. 12.1 Trend of R&D/Sales by ownership type ........................................ 193 Fig. 13.1 R&D/GDP by country (%) ............................................................ 219List of Figures
xvList of Tables
Table 2.1 CAGE analysis: favorable conditions of China World Competitiveness Yearbook indices ......................... 51 xvi Table 11.1 Overseas R&D facilities by region and industry ...................... 176List of Tables
xviiAbout the Author
Kazuyuki Motohashi
1© The Author(s) 2015
Global Business Strategy, Springer Texts in Business 1 Electronics City, an agglomeration of IT companies, lies approximately 40 min 280 % of Infosys' revenues come from western companies, a high percentage of
1 Introduction: Needs for New Global Strategies
3 analyze the type and signi1.1 Is the World Flat?
4 0 Fig. 1.1 GDP of Japan, the US, China, and India (USD in billions)1.2 Global Strategies for Emerging Countries
Japan has a per capita GDP of more than $50,000, and a population of over 1001 Introduction: Needs for New Global Strategies
5 (13.3 % on a nominal basis), which, while not as spectacular as that of China, is still0 500 000 1 000 000 1 500 000 2 000 000
Fig. 1.2 UN population estimates (in order of highest population as of 2010)1.2 Global Strategies for Emerging Countries
6 taxation, regulations, and other aspects of business environments from developed1.3 Perspective of Global Business Strategies
How should Japanese companies shape their global business strategies, considering1 Introduction: Needs for New Global Strategies
71.3.2 Products and Services for "Good-Enough"
China is an economic giant that has overtaken Japan to become the world"s secondGrowth in China, India, and other
Fig. 1.3 Global business
1.3 Perspective of Global Business Strategies
8 upper-income classes that have strong purchasing power, despite their relatively low1.3.3 Strengthening Cost Competitiveness
When providing products for good-enough" markets, it is important to strengthen1 Introduction: Needs for New Global Strategies
9 production. The yen continued to strengthen slowly thereafter, and overseas produc- Fig. 1.4 Trends in exchange rates and overseas revenues ( Sources : Compiled from "Kaigai Jigyou1.3 Perspective of Global Business Strategies
10 more companies are increasingly considering moving to the interior regions of Fig. 1.5 Subsidiaries by country and year of establishment ( Source : Compiled from "Kaigai1 Introduction: Needs for New Global Strategies
11 However, joint ventures and strategic alliances increase the possibility of nurturing1.3.4 Creating Strong Business Models That Discourage
We have discussed market efforts in developing countries and the use of manage-1.3 Perspective of Global Business Strategies
122011, one of China's largest consumer electronics manufacturers. Sanyo Electric
1 Introduction: Needs for New Global Strategies
13 business, in which it is diffi1.3.5 Need for Strategies to Respond to Local Needs
When creating a global strategy in a
1.3 Perspective of Global Business Strategies
14 without prior notice. The district was designated as a new urban development area1.3.6 Management Strategies Integrated at the Global Level
Finally, the issue relating to the integration of strategies created for individual coun-1 Introduction: Needs for New Global Strategies
15 companies in Japan generate higher revenues overseas. Moreover, an increasingly1.4 Structure of This Book
This book is a summary of theoretical ideas and case studies for corporations in1.4 Structure of This Book
16 that re1 Introduction: Needs for New Global Strategies
17 strategic alliances. In addition, there is no guarantee that strategies that were at one Open Access This chapter is distributed under the terms of the Creative Commons AttributionReferences
Bartlett, A. C., & Ghoshal, S. (1989). Managing across borders: The transnational solutions . The innovator's dilemma: When new technologies cause great rms to fail The world is at: A brief history of the twenty- rst century . New York:Harvard
, 80-89.Rede . Boston: Harvard Business School Press.
Measuring multinational's R&D activities in China by Patent data- . Japanese and US Managing competency creating R and D subsidiaries: Evidence from . TCER working paper series (Working Paper E-48). Tokyo: TokyoStatistics on innovation in Japan
Kaigai Shinshutsu Kigyou Database 2011 . Tokyo: Toyo KeizaiReferences
Pa r t I
21© The Author(s) 2015
Global Business Strategy, Springer Texts in Business 2 This chapter examines management strategy theories for global businesses. What 22international organizations such as WTO, are factors that have contributed to a
2.2 Concepts of Corporate Management Strategy Theory
Adopting management strategies within companies increases corporate value.2 Management Strategies for Global Businesses
23mission as being a pioneer." This mission encapsulates the management"s direction
2.2.2 The Three Cs and SWOT Analysis in Management Strategy
The term strategy" in the concept of management strategy" was originally a mili-2.2 Concepts of Corporate Management Strategy Theory
24opportunities and threats are external to a company. Opportunities refer to a
Strengths
Results of External Environment Analysis
Fig. 2.1 SWOT analysis
2 Management Strategies for Global Businesses
25Value: Is the company's technology far superior to that of its competitors? Does the
2.2 Concepts of Corporate Management Strategy Theory
262.2.3 Global Strategies and Differences in Internal
To adopt a global strategy as part of a corporation's management strategy, it is2 Management Strategies for Global Businesses
27In terms of administrative distance, India and the US have similar legal systems, Table 2.1 CAGE analysis: favorable conditions of China and India for US
Source : Compiled from Ghemawat (
2.2 Concepts of Corporate Management Strategy Theory
28these regions as manufacturing centers, geographical proximity is an important fac-
2.2.4 Is China a Market or a Factory?
From the perspective of US companies, India and China are both distant and close2 Management Strategies for Global Businesses
29The top-right corner depicts the so-called locally-produced, locally consumed"
China as a manufacturing
Made in China for China
Automobiles (tariffs,
Made in Japan for Japan
Made in Japan for China
Fig. 2.2 Is China a market or a factory?2.2 Concepts of Corporate Management Strategy Theory
30high-performance automotive parts are often manufactured in Japan and then
2 Management Strategies for Global Businesses
31arbitrage strategy within global businesses can be seen in local production that
Market
Fig. 2.3 AAA framework
2.2 Concepts of Corporate Management Strategy Theory
32therefore, based on information obtained in these lifestyle research centers so that Fig. 2.4 Porter's value chain. The integration of procurement and logistics, procurement, and
Source : Porter
2 Management Strategies for Global Businesses
332.2.5 Value Chains and Global Strategy
The AAA framework suggests ways to manage distances that have been recognized2.2 Concepts of Corporate Management Strategy Theory
34limitation to creating overseas production facilities is the risk associated with such R&D ~Acquiring cutting ~Product localization ~Offshore development ~Labor costs ~Tariffs and import regulations ~Local suppliers ~Customer needs ~Brand management ~Local service companies Fig. 2.5 Activities of overseas entities by corporate function
2 Management Strategies for Global Businesses
35speci
2.3 Relationship Between Headquarters and Local Entities
So far we have examined global business strategy from the perspective of corporateGlobal standard
Fig. 2.6 I-R Grid
2.3 Relationship Between Headquarters and Local Entities
36(via aggregation), while the latter group is intimately tied to local lifestyles and
International
Fig. 2.7 Comparison of corporations in Japan, the US, and Europe in I-R grid2 Management Strategies for Global Businesses
37common. Companies became competitive with import substitutions under the
2.3 Relationship Between Headquarters and Local Entities
38reduced the time and money spent on international meetings. The
2.4 Summary
In determining management strategies, global companies must focus on the dis-2 Management Strategies for Global Businesses
39production perspective. China has witnessed increasing awareness in terms of labor
2.4 Summary
40management between global integration and local responsiveness. As they do so, Open Access This chapter is distributed under the terms of the Creative Commons Attribution
References
Barney, J. B. (1986). Strategic factor markets. Management Science, 32 , 1231-1241.Journal of Management,
, 99-120. Philips versus Matsushita: The competitive battle continues . Boston: Harvard Managing across borders: The transnational solution . Boston: The world is ß at: A brief history of the twenty-Þ rst century . New York:RedeÞ . Boston: Harvard Business School Press.
Keiei Senryaku no Shikou. Tokyo: Nihon Keizai Shinbunsha. Competitive strategy: Techniques for analyzing industries and competitors . The multinational mission: Balancing local demands and . New York: The Free Press.Strategic Management Journal, 18 , 509-533.
2 Management Strategies for Global Businesses
41© The Author(s) 2015
Global Business Strategy, Springer Texts in Business 3 Understanding economic changes at the global level is critical to the formulation of 42quality of corporate management and governments, based on a questionnaire survey
3.2 Long-Term Economic Growth by Country
The world has many countries, and each country has a different pattern of economic Fig. 3.1 Per capita GDP in U.S. dollars (developed countries)3 Changes in the Global Economic Environment
43the former Soviet Union, Eastern Europe, ASEAN countries, Latin American coun-
Fig. 3.2 Per capita GDP in U.S. dollars (developing countries) ( Source : Angus Maddison's long-
3.2 Long-Term Economic Growth by Country
44recently surged, and these countries, along with China, appear to be catching up to
3 Changes in the Global Economic Environment
45subsidies and tax measures can spur the rapid accumulation of knowledge stock and
3.2 Long-Term Economic Growth by Country
46quotesdbs_dbs14.pdfusesText_20
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