International Business Strategy

This is a major new strategic management text, designed to help managers and aspiring managers to meet the challenges of international competition. It offers a balanced view of the action, reaction and interaction of internal and external drivers to the internationalization process, and enables an essessment of an organisation's strategic needs and responses to be evaluated. By linking corporate, business and functional strategies to international business performance, the book enables decision makers at all levels in a business to understand how they can contribute to achieving and sustaining international business development.

International Business Strategy:

• provides a phase model of international business development, enabling a company's current and future strategic position and imperatives to be identified
• draws upon different strategic management perspectives and subject areas to provide an integrated and cross-disciplinary text on international strategic management
• explores the limitations of operating within a restricted national market scope
• uses a number of powerful informing frameworks and demonstrates how these are practically relevant through the use of over a hundred up-to-date company and industry illustrations
• includes major international cases all specifically written for the text: Danone; BMW; World Airlines Industry; Philips; Hotpoint; Le Creuset; Frans Maas; SKF
  

• Part I: Strategy, Process and Performance
1. Corporate, business and functional strategies
• Key learning objectives
• Context
• An integrated approach to international business strategy
• International business strategy
• The nature of strategy
• Corporate strategy
• Business strategy
• Functional strategy
• Business performance and corrective adjustments
  
• Summary
• Checklist
  
• Case: Danone SA (France)
  
2. The internationalisation process
• Key learning objectives
• Context
• Internation business dynamics
• Cross-border market entry decisions
• International business development
• International financial management
• Measuring international business performance
  
• Summary
• Checklist
  
• Case: Bayerische Motoren Werke (VMW) AG (Germany)
  
• Part II: International Strategic Analysis
3. External triggers to the internationalisation process
• Key learning objectives
• Context
• External triggers to the internationalisation process
• Meta-level developments in the world economy
• PEST analysis
• Assessing the internationalisation of industries: gloablisation versus localisation
• Bi-polarisation
• Summary
• Checklist
  
• Case: World airline industry
  
4.  Internal triggers to the internationalisation process
• Key learning objectives
• Context
• Internal triggers to the internationalisation process
• Shaping an international vision and mindset
• Organisational dynamics
• Managing organisational change
• Assessing and changing corporate culture
• Resource capability and competitive advantage
• Managing organisational change to improve business performance
  
• Summary
• Checklist
  
• Case: Philips Electronics NV (The Netherlands)
  
• Part III: International Business Development
5. Restricted national market scope
• Key learning objectives
• Context
• Restricted national market scope
• National market development over time
• Sustainability of national strategies
• Measuring competitive advantage
• Inter-market comparisons
• Benchmarking
  
• Summary
• Checklist
  
• Case: Hotpoint (United Kingdom)
  
6. International market entry and development
• Key learning objectives
• Context
• Developing an international business strategy
• International market entry:
• market screening and selection
• entry modes
• implementation of chosen market entry mode
• business performance
• Reasons for the failure of international market entry strategies
• Market concentration versus market spreading
  
• Summary
• Checklist
  
• Case: Le Creuset SA (France)
  
7. International regional strategies
• Key learning objectives
• Context
• International regional strategy
• Why do companies develop international regional strategies?
• Strategic options for national players
• International regional co-ordination of key business functions
  
• Summary
• Checklist
  
• Case: Frans Maas Groep NV (The Netherlands)
  
8. Worldwide competitors
• Key learning objectives
• Context
• Developing a global strategy
• Global strategic assessment and competitive moves
• International strategic alliances
• Organisational forms for worldwide competitors
• Reconciling the irreconcilable: the search for the transnational company
  
• Summary
• Checklist
  
• Case: SKF AB (Sweden)
  

Interesting contrarian view versus Ohmae and Porter.

What makes it unique, is that it has a practical approach that few of its contemporaries has.