13 pages· Corporate Globalization Assessment – You will pick a corporation which MUST be pre-approved by the Professor. You will analyze the company for its international readiness and / or improvement opportunities. Your assessment will come from models, tools and strategies learned in the class. Further details will be provided on the last day of class.
· Plz follow the outline to finish this paper
Company: Din Tai Fung
Topic: Opened a Din Tai Fung branch in Canada.
(Din Tai Fung in Toronto is fake Din Tai Fung)
Canada doesn’t have Din Tai Fung now)
Outline
1. Execute Summary
2. PESTLE Analysis module 1, p22-37
3. Culture & Hofstede’s Six Perspectives p38-51
4. Global Competitiveness,v3, p5-19
Resources and Capabilities
Value Chain
VRIO
Porter
Implications & implementation
· Resources vs Capabilities
· What are the resources Coe’s may use? • What are their capabilities? • How can they best exploit both?
· Value Chain
· Sketch out the international value chain for Coe’s. Summarize where the “cash” resides. What can we learn?
· VRIO
· Do a VRIO table and summary note for Coe’s. What can we learn from there VRIO positioning?
· Porter’s Competitive Analysis • Look at Coe’s through a Porter Competitive Strategy lens? Explain.
· Corporate/Organisation Structure
Which organisation structure do you think works best for Coe’s as they expand? Why ?
V3
Becoming International –
Strategic Assessment and Options
Entry Modes
International Management Topics – Competition and Collusion
Making Alliances Work
Strategy in the International Context
Global growth strategy
5.
Strategy and Structure Considerations
International Division
Separate focus for emerging international activities
Global Product or Service Structure
Supports global segments with limited differentiation locally Kotter view of the world
Geographic or Regional Structure
Multi-local structure views every region as different
Global Matrix – “best of all worlds”
Matrix structures with attendant complexity
6. International Functional Considerations
Specific effort will be given to:
1. Marketing – 4ps,
2. Operations and Technical
3. Capital Decisions and Financing;
4. Human Resources; and
5. Investor Relations, Governance/Board and Sustainability
7.Conclusion
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image5.pngModule 2
Module 2 – Competitiveness, Global Strategies, Processes and Structure
2
Competitiveness and Strategy
Firm Competitiveness and International Impacts
Value Chain
VRIO
Porter’s Competitiveness Framework
Trade Fundamentals and Advantage
Becoming International
Managing and Succeeding Internationally
Making Alliances Work
This module will look at the international dynamics for start-ups and entrepreneurial companies as well as large international and MNCs.
Critical to this module will be a deeper understanding of:
Competitiveness
Trade
Alliances as a tool to enable global growth
3
Processes
How to think about strategy?
4
Strategy
Resources
Organisation
Strategy
Strategy is about choice
Simplicity is better
Be strategy driven – what are you trying to achieve?
What is your starting point?
From the competitiveness tools
Do not invert the pyramid
Set Strategy
Determine key processes (and resultant behaviours)
Determine relative resources – Capital, People/Talent, Technology and Capability
THEN, set the organisation structure
Source: Arthur D. Little
2.1 Global Competitiveness
How competitive are you?
Are you struggling at home?
Are you profitable?
Is there innate interest?
Changing Global Dynamics
What changes as you go global?
Can you extend those things that make you competitive at home?
Are you “ready” to be global?
5
Are you ready to compete?
Are you ready to compete internationally?
2.1 Global Competitiveness – Greenhouse Tomato Industry
Greenhouse
We are looking at the cherry tomato sector
From lab to store
Each team will play various roles in the context of understanding competitiveness:
Team 1 – Lab/Genetics
Team 2 – Seeds/Plant Materials
Team 3 – Greenhouse
Team 4 – Distributor
Team 5 – Farmers Market Store
Team 6 – Costco
6
2.1 Global Competitiveness – Resources and Capabilities
Resources
Tangible and intangible assets
Financial
Cash and Balance sheet strength
Cost of Capital
Fixed Assets
Plant, Equipment and Distribution
Raw materials and processing capacity
Technology – all aspects of IPR including trade secrets and corporate processes
People – trained and competent staff, aligned and mobile executive
Capability
Unique ability to utilize resources available for enhanced competitiveness
Financial
Investor relations
Capital raising prowess
Innovative use of financial structures
Branding
Create and grow brand(s)
Project Management
Ability to execute including proprietary processes for PM
7
Globally competitive firms (organisations) have both a resource base and a capability base which are competitive and readied for execution.
2.1 Global Competitiveness – Exercise
Example – Greenhouse
You are running a large greenhouse that produces tomatoes.
You have lots of land, a large greenhouse building and permits to grow tomatoes.
Your tomatoes are a variety that is proprietary and you can also create other varieties from that genetic stock because of your partnership with a lab.
You also havModule 3
Global Functional Dynamics
2
3.0 International Functional Considerations
Objective: to understand unique or highly variable changes in well understood business activities as firms consider international activities
Module 3 – Global Functional Dynamics. Slides, readings and case studies will help the student understand the specific dynamics and complexities around core business functions in the international marketplace.
Specific effort will be given to:
Marketing;
Operations and Technical
Capital Decisions and Financing;
Human Resources; and
Investor Relations, Governance/Board and Sustainability.
3
3.0 What are the core and functional activities of the corporation? How do they vary with global growth?
IT Infra
Human Resources
Procurement, Logistics & Supply Chain
Finance
Raw Materials
R&D / Design
Manufacturing or Production
Packaging
Market-ing
Functional Activities
Core Activities
Corporations have core activities and support activities (typically called functional or support departments). Both change materially as you grow internationally.
Key questions to be considered – mostly relate to local vs corporate – are:
Marketing – What are the elements which change for local positioning and which are constant for the brand?
HR – How do we treat our people? One team or multiple teams. Who are the elite, if any?
Technical – balance between maintaining a global standard and adhering to (or enabling) local standards
Procurement – where is global sourcing going?
Stakeholder Management
Technical Support – HSE, Eng., Quality
DTC
Logistics
Retail
Canparts – Proxy for Functional Discussion (CPL/TSX)
CanParts is a listed, Canadian cold weather auto accessories company which specializes in aftermarket battery warmers, seat warmers, engine warmers, heated windshield wipers, snow removers, etc.
CanParts has high quality, durable but not inexpensive products. They have trying to break into other “cold climate” markets like Northern China, Russia, the Nordic countries, etc. However, the cost structure of Canadian production is quite high.
To address this, they looked at manufacturing in China. However, they are concerned about intellectual property protection and the lack of local knowledge for suppliers, etc.
A Chinese company that manufactures autoparts has proposed a JV to build a new factory in Northern China for sales into Europe, Russia and China.
The JV and its implications will be a case study across the Functional Considerations module.
TWU – MBA 662: R. Ian Angell Oct. 2020
5
Products may be tangible (goods) or intangible (services, ideas or experiences).
Price is tangible and intangible elements.
Includes perception, exclusivity, etc.
Promotion refers to marketing and communications
Branding and advertising
Positioning and Messaging
How to get the product into the customers hands? Or Mind?
How does the marketing Mix?
3.1 Marketing Mix and Segmentation Considerations
– Marking Mix – Je
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