Ghoshal: Difference between revisions
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Sources of Competitive advantage on a multinational level | Sources of Competitive advantage on a multinational level | ||
Ghoshal's framework | Ghoshal's framework | ||
1. Achieve efficiency | *1. Achieve efficiency | ||
2. Manage Risks - Political, Resource, Macroeconomic, Competitive | *2. Manage Risks - Political, Resource, Macroeconomic, Competitive | ||
3. Innovation - Resource-based thinking | *3. Innovation - Resource-based thinking | ||
4. Expolit Comparative Advantage - [[Country-Specific Advantage]] also Clustering (Pharma, Silicon Valley, F1) | *4. Expolit Comparative Advantage - [[Country-Specific Advantage]] also Clustering (Pharma, Silicon Valley, F1) | ||
4b Exploit EoScale, EofScope | *4b Exploit EoScale, EofScope | ||
There are trade-offs between alternative strategy choices | There are trade-offs between alternative strategy choices | ||
Latest revision as of 20:57, 12 September 2012
Sources of Competitive advantage on a multinational level Ghoshal's framework
- 1. Achieve efficiency
- 2. Manage Risks - Political, Resource, Macroeconomic, Competitive
- 3. Innovation - Resource-based thinking
- 4. Expolit Comparative Advantage - Country-Specific Advantage also Clustering (Pharma, Silicon Valley, F1)
- 4b Exploit EoScale, EofScope
There are trade-offs between alternative strategy choices
Multi-domestic. MNE sells across many countries but develops individual Supply Chains and takes into account local cultural conditions. Decentralozed federation that are flexible but higher costs - e.g
International transfers skills and capabilities to new markets/ Their is local discretion about what products to offer but marketing and strategy are kept central e.g. P&G
Global - profitability through standardization Coca Cola, Semi Conductors
Transnational - Exploit experienced based cost economies and transfer them within the co but also has some local responsiveness Toyota
