Chapter 6
  CHAPTER DISCUSSION QUESTIONS
1.Discuss why companies “go international,” giving specific reactive and proactive reasons. 
As a reactive response, companies go international in order to respond to challenges from foreign competitors; to get around restrictive trade barriers; to do something about expensive host government regulations and restrictions; and to respond to consumer demands that may emerge.  From a proactive point of view, companies internationalize in order to seek economies of scale; to overcome limited expansion opportunities at home; to gain access to resources and to realize cost savings abroad; and to improve competitiveness at home.
2.Discuss the ways in which managers arrive at new strategic directions—formal and informal. Which is best? 
Formally, managers can use formal planning techniques like industry structure analysis leading to a SWOT analysis of the firm. They can carefully screen countries and opportunitie
s to find a match between their resources and opportunities. Informally, they can use their intuition and their network of contacts and employees, to develop and implement venture ideas.  Formal planning is by definition more systematic and is, therefore, more likely to uncover weaknesses in the company, threats in the environment, and/or strengths upon which to build and opportunities to exploit.
3.Explain the process of environmental assessment.  What are the major international variables to consider in the scanning process?  Discuss the levels of environmental monitoring which should be conducted. How well do you think managers conduct environmental assessments?
Environmental scanning is the process of information gathering and forecasting relevant trends, competitive actions, and circumstances that will affect operations in geographic areas of potential interest.  Major international variables that are considered in scanning include: political instability, currency instability, nationalism, and degrees of international competition.  Environmental monitoring goes on at three levels:  multinational, regional, and country.
4.How can managers assess the potential relative competitive position of their firm in order to decide on new strategic directions?
Corporate strengths and weaknesses are best assessed through an analysis of distinctive competencies (unique capabilities and resources possessed by the firm) and through analysis of core competencies, which represent the collective learning in the organization.  A SWOT analysis is a summary of the external issues (opportunities and threats) and internal resources (strengths and weaknesses) that are most likely to influence the future or intended direction of the firm.
5.Discuss the relative advantages of globalization vs. regionalization.
In globalization, firms are able to use standard products and systems.  This affords economies of scale that can be turned to more competitive pricing or higher operating profits.  Successful regionalization requires firms to be more responsive to local consumer preferences that result from national or cultural differences.  If national differences prevail, firms who are successful at regionalization are more likely to prosper.
6.Discuss the considerations in strategic choice, including the typical stages of the MNC and the need for a long-term global perspective. 
There are three primary considerations in strategic choice:  (1) evaluation of the advantages and disadvantages of each entry strategy in relation to the firm’s capabilities; (2) the critical environmental factors; (3) the contribution that each choice would make to the overall mission and objectives of the company.  The most typical sequence involved in entry-level strategies starts with a company exporting, then proceeds to assembly abroad, and eventually evolves to full production abroad with the company’s own subsidiaries.  International strategic planning requires a long-term perspective, because strategy is the essence of the company’s overall plan.
END-OF-CHAPTER CASE
VODAFONE IN 2004/2005: CHANGING COMPETITION
reactive和proactiveANDGLOBAL STRATEGIES
Discussion Questions
1.  What are your views of Vodafone’s position in the global mobile phone
      industry?
     
In 2004, Vodafone is the key player in the global wireless and mobile phone  industry. The company’s changing focus on its core competence and corporate strategy signifies the importance of growing consumer demand and Internet-related opportunities in global business. The telecommunications, cell-phone, and m-commerce markets are expected to grow multi-fold in the coming years although current growth has slowed down because of the dot-com crisis and IT-related recession in selected countries. Right from its inception, Vodafone was the first-mover company in the wireless industry. And was perceived to be a unique company because of its aggressive global acquisitions, digital products, and entrepreneurial-type of management. Vodafone’s major strength is its strong market share i
n Western Europe. In the last three years, the company has attracted world media attention by being a high-profile company. Like Japan’s NTT DoCoMo, Vodafone also plans to introduce its 3G technology in 2004. 

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