chapter 6 entry strategy. outline basic entry decisions entry modes strategic alliances merger...
TRANSCRIPT
Chapter 6 Entry Strategy
Outline
Basic Entry Decisions Entry Modes Strategic Alliances Merger & Acquisition Case: p426 Merrill Lynch in Japan Fuji Xerox 柯达、乐凯、富士
Operating in Japan for 35 years. First foreign securities firm in Japan. Only foreign securities firm listed on the Tokyo
Stock Exchange. Analysts provide research
on over 300 companies.
Why did Merrill Lynch’s initial entry into Japan meet with such limited success?
What role did changing regulations play in Merrill Lynch’s 1997 investment?
What remained the major impediments to Merrill Lynch in Japan? What had not changed since its initial entry? Did the new entry strategy address these impediments?
1 Basic Entry Decisions
1-1 Which markets to enter? 1-2 When to enter the markets? 1-3 What scale of entry?
1-1 Which Foreign Markets Favorable benefit-cost-risk trade-off:
Politically stable developed and developing nations. Free market systems No dramatic upsurge in inflation or private-sector
debt.
Unfavorable Politically unstable developing nations with a mixed
or command economy or where speculative financial bubbles have led to excess borrowing..
1-2 Timing of Entry
Advantages in early market entry:
First-mover advantage. Build sales volume. Move down experience curve and achieve cost
advantage. Create switching costs.
Disadvantages: pioneering costs. Changes in government policy.
1-3 Scale of Entry
Large scale entry Strategic Commitments - a decision that has a
long-term impact and is difficult to reverse. More attractive to consumers; May cause rivals
to rethink market entry. May lead to indigenous competitive response.
Small scale entry: Time to learn about market. Reduces exposure risk.
B company
A company Entry non-entry
Entry 10/10 30/0
Non-entry 0/30 0/0
B company
A company Entry non-entry
Entry -5/-5 50/0
Non-entry -- --
2 Entry Modes
2-1 Exporting 2-2 Licensing 2-3 Franchising 2-4 Turnkey Projects 2-5 Joint Ventures 2-6 Wholly Owned Subsidiaries
non-equity or contractual arrangement
Equity arrangement
2-1 Exporting Advantages:
Avoids cost of establishing manufacturing operations. May help achieve experience curve and location
economies.
Disadvantages: May compete with low-cost location manufacturers. Possible high transportation costs. Tariff and non-tariff barriers. Possible lack of control over marketing reps.
2-2 Licensing
Advantages: Reduces costs and risks of establishing enterprise. Overcomes restrictive investment barriers.
Disadvantages: Lack of control. Cross-border licensing may be difficult. Creating a competitor
2-3 Franchising
Advantages: Reduces costs and risk of establishing enterprise.
Disadvantages: May prohibit movement of profits from one
country to support operations in another country. Quality control.
2-4 Turnkey Projects
Advantages: Can earn a return on knowledge asset. Less risky than conventional FDI.
Disadvantages: No long-term interest in the foreign country. May create a competitor. Selling process technology may be selling
competitive advantage as well.
"Licensing propriety technology to foreign competitors is the best way to give up a firm's competitive advantage." Discuss.
2-5 Joint Ventures
Advantages: Benefit from local partner’s knowledge. Shared costs/risks with partner. Reduced political risk.
2-5 Joint Ventures
Disadvantages: Risk of giving control of
technology to partner. May not realize
experience curve or location economies
Shared ownership can lead to conflict.
2-6 Wholly Owned Subsidiary
Advantages: No risk of losing technical competence to a
competitor. Tight control of operations. Realize learning curve and location economies.
Disadvantage: Bear full cost and risk.
Advantages and Disadvantages of Entry Modes
Entry Mode Advantage Disadvantage
Exporting Ability to realize location andexperience curve economies
High transport costsTrade barriersProblems with local marketing agents
Turnkeycontracts
Ability to earn returns fromprocess technology skills incountries where FDI isrestricted
Creating efficient competitorsLack of long-term market presence
Licensing Low development costs andrisks
Lack of control over technologyInability to realize location and
experience curve economiesInability to engage in global strategic coordinationTable 9.1a
Advantages and Disadvantages of Entry Modes
Entry Mode Advantage Disadvantage
FranchisingLow development costs andrisks
Lack of control over qualityInability to engage in global strategic
coordination
Jointventures
Access to local partner’sknowledge
Sharing development costs and risks
Politically acceptable
Lack of control over technologyInability to engage in global strategic
coordinationInability to realize location andexperience economies
Whollyownedsubsidiaries
Protection of technologyAbility to engage in global
strategic coordinationAbility to realize location andexperience economies
High costs and risks
Table 9.1b