bài giảng Chapter 4 - Strategy of international business sau đây với nội dung nói về chiến lược kinh doanh quốc tế. | CHAPTER 4 STRATEGY OF INTERNATIONAL BUSINESS 1 2 Concepts I II Strategy of International Business III Opposing pressures 2 I. Concepts 3 3 1. Strategy Alfred D. Chandler: Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals. 4 4 Johnson and Scholes: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations. 5 Andrews: Strategy as the pattern of objectives, purposes, or goals and plans for achieving these goals. Ansoff: Strategy as the common thread among a firm’s activities. 6 Mintzberg: Strategy is a pattern in a stream of actions over times. 7 PLAN PLOY PATTERN POSITION PERSPECTIVE A firm’s strategy can be defined as the | CHAPTER 4 STRATEGY OF INTERNATIONAL BUSINESS 1 2 Concepts I II Strategy of International Business III Opposing pressures 2 I. Concepts 3 3 1. Strategy Alfred D. Chandler: Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals. 4 4 Johnson and Scholes: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations. 5 Andrews: Strategy as the pattern of objectives, purposes, or goals and plans for achieving these goals. Ansoff: Strategy as the common thread among a firm’s activities. 6 Mintzberg: Strategy is a pattern in a stream of actions over times. 7 PLAN PLOY PATTERN POSITION PERSPECTIVE A firm’s strategy can be defined as the that managers take to attain the . of the firm 8 8 Profitability: the rate of return the firm makes on its invested capital Profit growth: the percentage increase in net profits over time Expanding internationally can boost profitability and profit growth 9 Figure : Determinants of Enterprise Value 10 Value Creation The value created by a firm is measured by the difference between V (the price that the firm can charge for that product given competitive pressures) and C (the costs of producing that product) The higher the value customers place on a firm’s products, the higher the price the firm can charge for those products, and the greater the profitability of the firm 11 Figure : Value Creation 12 Profits can be increased by: adding value to a product so that customers are willing to pay more for it – a differentiation strategy lowering costs – a low cost strategy Michael Porter argues that superior profitability goes to firms that create superior value by lowering the
