Strategy Selection
International Business
Strategy
LON301BUS
Unit: 7 Knowledgecast: 2
Module Learning Outcomes
• Integrate and apply strategic approaches to practical
situations in various types of organisations
• Resolve management problems in the area of strategic
management by evaluating alternative outcomes
Management Roles in the
Transnational Company
• The Global Business Manager
• The Worldwide Functional Manager
• The Country Subsidiary Manager
(But other roles also starting to emerge e.g. the Global Account
Manager)
Pressures and Constraints on a
Country Manager
MNC
Organization
Internal
Corporate Structure Internal Norms
Motivations Strategy & Systems & Values
Host Governments
Objectives, Policies
National Constituent
Interests (Employees,
Consumers, Unions)
Host
Country
Interests
Local Norms
& Values
Country
Manager
Personal
Values
National
Competitor’s
Actions
Global
Competitive
Global Competitive Environment
Activity
Local Market &
Industry Structure
A Country Manager’s Multiple Hats
Pioneer Role:

Define the territory:
market structure,
customer needs

Establish the base camp: make contacts,
develop relationships
Trader Role:


Intelligence Role:

Analyze the
environment:
intelligence on
competitors, technology, market trends

Develop innovative ideas and capabilities as input
to strategy
Quarterback Role:
Build profitable
operations: base
camp, trading post;
control expenses,
manage pricing

Confer with HQ Coaches
to defend, and advocate
the field view

Motivate team to achieve results
Develop local resources:
contribute to overall strategy

Maintain entrepreneurship,
creativity, and drive
Skills and Qualifications of the
Country Manager
Entrepreneurial Skills

Innovator &
Opportunist
Strategic Skills

Country
Manager
Creative Analyst
Executive Skills
Administrative Skills
 Controller
& Manager
IHRM Implications:
Need CMs with different strengths at various
stages of development;
But in a mature subsidiary, the CM must have
all of these characteristics.

Organizational
Leader
Knowledgecast Summary
• Integrate and apply strategic approaches to practical situations in
various types of organisations
• How will the structure of international organisations affect the roles
and responsibilities of its management team?
• Resolve management problems in the area of strategic
management by evaluating alternative outcomes
• As an organisation grows how can managers clarify their individual
roles so that they work effectively as a team?
Seminar
Carlos Ghosn and Renault Nissan: Leading for Global Success
Read the closing case in Cavusgil, Knight and Reisenberger (2008:
336-338) of in preparation for the seminar. We will be exploring the
nature of Renault Nissan’s international strategy during the seminar.
In the seminar be prepared to respond to the following questions:
• 1. Why did Renault Nissan select this strategy?
• 2. What challenges have Renault Nissan faced in implementing
this strategy?
• 3. Evaluate the alternative strategies Renault Nissan could have
considered?
Group Activity
End of Module Assessment – Evaluating Strategy (Management
Brief) (Unit 10)
Preparation
In this session your consultancy group is encouraged to discuss the
strategic options open to the case study organisation.
•
•
•
•
•
•
Market Penetration
Consolidation
Product Development
Market Development
Related Diversification
Unrelated Diversification
AND
•
Global Strategy
•
Home Replication Strategy
•
Transnational Strategy
•
Multidomestic Strategy