BAB. IV MANAGING ACROSS CULTURE
Tujuan Bahasan
1. Membahas pengaruh globalisasi dan
national
responsivenes terhadap strategi manajemen
internasional.
2. Mengidentifikasi dan menggambarkan 6
kunci
dimensi budaya organisasi dan
pengaruhnya
terhadap strategi dan operasi MNC’s.
3. Mereview berbagai perbedaan budaya
dalam
Definisi
Globalization
is the production and distribution of product and
services of a homogeneous type and quality on
worldwide basis.
National
Responsiveness is the need to understand the different
consumer tasted in segmented regional market and to
Globalization VS National Responsiveness
G
L
O
B
A
L
I
Z
A
T
I
O
N
National Responsiveness (differentiation)
Low High
High
Low
1
3
2
4
Globalization Strategy Mixed Strategy Mixed Strategy National Responsiveness StrategyEnam Kunci Dimensi Budaya Organisasi
menurut Hofstede
Dimension Characteristic VS Dimension Characteristic
Process oriented Job Oriented Parochial Closed system Tight control Normative Result Oriented Employee Oriented Professional Open System Loose Control PragmaticConcern with the way things are done.
Concern with getting the job done.
Employees derive Identity From the organization.
Unwillingness to quickly accept new members of the work unit.
Formal policies and rules and close control of time and money.
Follow rules and
procedures to the letter.
Corncern with the Outcome of decisions.
Concern with the well- being of employees.
Employees derive identity from the type of work performed.
Willingness to quickly accept new member of the work unit.
Informality and lack of bureaucratic procedures.
MANAGING
DIFFERING ORGANIZATIONAL CULTURE
DIMENSION OF AN MNC CULTURE
HIERARCHIAL LEVEL
Top Level Mgt
Middle/Lower Mgt
Professional Personel
Others
Country 1
Country 2
Country 3
Functional Area 7
Fuctional Area8
Fuctional Area 9
Divisions
Merger Partner
Division 4
Division 5
Division6
Merger Partner 10
Merger partner 11
Culturel Differences in Selected Countries and Regions
Doing Business in
Cultures
China
India
France
Arab Countries
Indonesia
Japan
United States
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Bab.V Strategic Planning
Tujuan Bahasan
1
.
Mendiskusikan makna, kebutuhan, manfaat, pendekatan dan
kecenderungan proses strategic planning bagi MNC.
2.Mengidentifikasi langkah-kangkah dasar dalam Strategic
Planning meliputi lingkungan, analisis sumber-sumber internal
ttg kekuatan dan kelemahan.
3.Menggambarkan bagaimana implmentasi Strategic
Planning MNC. Seperti bagaimana memilih lokasi di LN.
4.Menjelaskan bagaimana MNC mengimplementasikan
kepemilikan dan atau memasuki strategi.
Definisi
Strategic Planning
is the process of determining an organization’s basic
mission and long-term objectives and then implementing
a plan of action for accomplishing the mission and
attaining the objectives.
Strategic Management
is the concerned with determining the future
direction of an organization and implementing
decisions aimed at achieving the organization’s
long and short term objectives.
is applicable to all business, large or small,
profit or non-profit, private or public.
4 Macam tingkatan dalam strategy organisasi
1. Societal Strategies
2. Corporate Strategies
3. Business Strategies
4. Functional Strategies
Societal Strategies
are concerned with the role of an orga
nizations in the society of which it is a
part, with the process by which that
role will be defined and with the orga
nization’s involvement in thoseprocess.
Corporate Strategy
is develop in response to three basic
Questions :
1. What business or businesses are we in ?
2. What business or busineeses should be we in ?
Business Strategy is designed to achieve the corporate
strategy of the firm.
Functional Strategy
is concerned with the formulation of
strategies in each of functional are of
the business (production, marketing,
finance and so on ) which, when
properly implemented, collectively
should achieve the business strategy.
Mengapa Strategic Planning penting ?
1. Competition (persaingan).
Manfaat Strategic Planning bagi MNCs
1. SP penting untuk keberhasilan.
2. Membantu MNC dlm mengkordinasi dan memonitor operasi
yang dipandang menguntungkan.
3. Untuk membantu mengatasi masalah resiko politik, persaingan
dan ketidakstabilan.
Pendekatan dlm menformulasikan dan
mengimplementasikanStrategic Planning :
1.Menitikberatkan pada kepentingan ekonomi.
2.Political imperative
3.Quality imperative
Strategic Predispositions
Berkaitan dengan pendekatan ekonomi, politik, kualitas,
Dan administratif, sebagian besar MNC juga memiliki
A strategic predispositions (orientasi) dalam melakukan
cara khusus.
4 perbedaan predisposition strategi adalah :
1. An ethnocentric predisposition.
Perush mengikuti ninai-nilai dan kepentingan perush induk dalam keputusan strateginya.
2. A polycentric predisposition
Perush. Dlm membuat strategi menyesuaikan budaya dimana MNC beroperasi.
3. A regiocentric predisposition
MNC memadukan kepentingan strategi home dan subsidiary dengan dasar regional.
4. A geocentric predisposition
Orientation of an MNC under different profile
Etnocentric Polycentric Regiocentric Geocentric
Mission
Governance
Strategy
Structure
Culture
Technology
Marketing
Finance
Personel
practices
Profitability (viability Public acceptance
Both
Both
Top-down Botton-up
Mutually nego
Mutually nego
region & subdry
all level of coop.
Global Integration National Resp.
Both
Both
Product devision area devision
Product & regional
Network of orgs.
orgs. Tied to matrix
Home country Host country
Regional
Global
Mass production Batch production
Flexible manufac.
Flexible manufac.
Product developmt local product devp.
Standarize within
Global product
region not across
with local variation
Repatriation to pro- Retention of pro-
Redistribution
Redistribution
Fit to home country fit in hostcountry
within region
globaly
Langkahlangkah dalam menformulasi Strategy
1. Scanning the external environment for opportunities
threats.
2. Conducting an internal resources analysis of company
strengths and weaknesses
Elemenelemen dasar Strategic Planning bagi
Manajemen Internasional
External Environmental scanning for MNC Opportunities and Threats
Internal Resources Analysis of MNC Strengths and Weaknesses
Strategic Planning GOALS
Environmental Scanning
Menyediakan manajemen tentang akurasi
perkiraan/peramalan dan kecenderungan yang
berkaitan dengan perubahan-perubahan dalam
wilayah geografis dimana perusahaan (MNC)
sedang melakukan bisnis dan atau
mempertim-bangkan suatu operasi bisnis.
Perubahan-perubahan tersebut antara lain
tentang ekonomi, persaingan, kestabilan
[image:17.720.8.705.11.509.2]politik, teknologi dan data demografi konsumen.
Gambar berikut adalah contoh proses
The environmental scanning process in
Marketing – based corporation
Adoption of global strategic planning perspective
General scan of all market
First scan : Macro
Omit closed market and insignificant markets Remaining coutries’entry concern; can a firm gain entry
Under reasonable conditions ? If not, eliminate
Check environmental constraints;educational, legal, Behavioral, social political. Eliminate countries with Undesirable key constraints, or put them aside for Lower priority conciderations
Remaining countires : Detailed micro scanning
Data on all key constrains affecting the firm Visits by key personel
Get good local legal advice
Competitive analysis
Check out competition (MNC as well as local) Can the firm compete effectively ?
Product Line
Which product shall we use as leader ? Product adaptations necessary ?
Demand pattern
Serious entry planning
Functional specialists begin detailed work Staff specialists in action .Linkages with country begins: Zoning, tax questions, Negotiations on special arrangements, supplier commitments,ect
Internal Resource Analysis
Dalam memformulasi strategi, beberapa perusahaan
menunggu sampai mereka memiliki pengamatan
lingkungan yang lengkap sebelum melakukan analisis
sumberdaya internal. Lainnya melakukan kedua
langkah tersebut bersamaan.
Analisis sumberdaya internal membantu perusahaan
untuk mengevaluasi keadaan manajerial, teknik,
material dan kekuatan/kelemahan keuangan saat ini.
Kemudian informasi tersebut digunakan oleh MNC
untuk menentukan kemampuan memperoleh peluang
pasar internasional.
Analisis internal mengidentifikasi
faktor-faktor kunci keberhasilan yg mengarahkan
bagaimana sebaiknya yang harus
dikerjakan MNC.
Faktor-faktor kunci keberhasilan (key factors
for success/KFS) merupakan faktor penting
bagi perusahaan untuk berkompetsi secara
efektif dalam celah pasar (market niche).
Contoh :
Matrik evaluasi negara Eropa timur
Country Economic Receptiveness to Speed of
potential foreign investment reform
Strategy Implementation
1. The MNC must decide where to
locate operations,
2. The MNC must carry out entry and
ownership strategy
3. Management must implement functional
strategies in area such as marketing,
Pertimbangan Lokasi dalam Implementasi
Ada dua pertimbangan dalam memilih tempat yaitu :
1. Negara
2. Tempat khusus dalam negara terpilih
Contoh :
Pada tahun 1980-1990 sebagian besar investasi
Asing Amerika terdapat di negara industri,
Di eropa dan Kanada. Hanya sebagian kecil saja
Ada di negara berkembang (mining) bukan
Industri manufaktur.
Pertimbangan Masuk dan kepemilikan
Ada berbagai macam bentuk kepemilikan
Yaitu :
1. Fully owned Subsidiary
2. Joint Venture
3. Licensing
4. Franchising
Fully Owned Subsidiary
Merupakan operasi luar negeri yang secara total
dimiliki dan dikendalikan oleh MNC.
Subsidiary mrpkn bagian struktur formal organisasi termasuk
investasi langsung atas modal dan personel perusahaan.
Joint Venture
Merupakan sebuah perjanjian antara dua pihak atau
lebih memiliki dan mengendalikan bisnis luar negeri.
Lokasi bisnis biasanya di home country salah satu pihak.
Ada dua macam joint venture :
The Benefits of Joint Venture
Technological Innovation
•Emergence new technology •High investment
•High Risk
•Rapidity of innovation •Rent of returns’period
reduce
Convergence of technology
•Mastering simultaneously several tech. •New Borders of industrial activities
•New structure of the market
Advantages
Ownership
• Rapidity of new O-advs’ development •Rapidity of existing o-Advs’Exploitation
•Higher Flexibility
•O advs’ based on the combination of complemen-•Tary but non similar assets
•O Advs’ based on suplly of a complate range •Of systemic and compatible product •O Advs’ based on product with a dominant
LOCATION
Accses to complementary assets based on nations’ Competitive adv,originated in the partners’home Countries. Acces to main world’s markets for the Inputs and outputs when a go-it-alone solution is
Not possible because of the high capacities Needed to exploit them alone.
INTERNATIONALIZATION
Sharing of the cost and spreading of the risks in high Uncertainty situation.Transaction costs less important
Because of technological diffusion rapidity.Benefits From scale economies. The launching of project with High sunk costs. New oligopolisticreaction to replace Traditinal oligopolistic strategies that are in adequate
Because of the concentration, instability and Asymetrry of oligopolies
Globalization
Concentrated, asymetrical and unstable oligopoly. World’s product adapted to local demand.
System product.
Licensing
Merupakan suatu perjanjian yang mengijinkan salah satu
pihak untuk menggunakan hak kekayaan perusahaan
dalam rangka pertukaran pembayaran dengan pihak lain.
Pihak yang memberi lisensi disebut licensor
pemakai lisensi disebut the licensee.
Pihak licensor akan mengijinkan licensee dalam
menggunakan patent, trademark atau proprietary
information dengan menukarkan fee tertentu yang
biasanya ditetapkan berdasarkan penjualan.
Digunakan menurut beberapa keadaan :
1. Produk berada pada tahap kematangan dlm
daur hidup produk, persaingan kuat, Profit
margin menurun
2.Jika pemerintah asing menghendaki masuknya
investasi dalam negaranya.
Franchising
Merupakan sebuah usaha dimana salah satu pihak
(franchisor) mengijinkan pihak lain (franchisee) untuk
menjalankan usaha dengan menggunakan tademark, logo,
produk line dan metode produksinya sebagai dengan
imbalan fee.
umum digunakan dalam bisnis fast-food, hotel/motel
Konsepnya adalah mudah beradaptasi dalam arena
internasional dengan sedikit penyesuaian dengan pasar
lokal tapi dapat menguntungkan.
Fee didasarkan pada persentase revenue
Export/Import
Merupakan salah satu pilihan bagi perusahaan kecil yang ingin
go internasional.
Bagi perusahaan besar merupakan salah satu bentuk ekspansi
internasionalnya dengan investasi minimum.
Segala sesuatu mengenai dokumentasi dan nilai tukar uang dapat
Partial Comparison of global stategic lliances
Strategy Organization Benefits Costs Critical success Strategic HRM design factors
Licensing- manufac.ind. Licensing-Servicing ang Franchises Joint ventr-Specialization Across partner Joint ventr-Share-value adding Technologies Geography Fuction Product or Line of business Early standardiza-Tion of design Ability to capitali-Ze on innovations Access to new tech. Fast market entry Low capital cost
Learning a part-Ner’s skills
Economics of scale Quasi-vertical inte-Gration
Faster learning Strengths of both Partners pooled Faster learning Along value chain
New competitors Created
Possible eventual Exit from industry Possible depen-Dence on licensee
Quality control Trademark pro-Tection
Excessive depen-Dence on partnes For skill
Deterrent to inter-Nal investment
High switching Cost
Inability to limit Partner’s across to information
Selection of licensee Unlikely to become Competitor
Enforcement of par-Ners and licencing Agreement Partners compatible In philosophies/ Values. Tight performance Standars.
Tight and specific Performance criteria. Entering a venture as “student” rathen than Teacher to learn skill From partner.
