区域经济网络与跨国零售业外文参考文献及译文 第3页
Article Outline
Introduction
The flagship strategy
Methods
Sample selection
Data gathering and analysis
The three cases
i) Evidence of different levels of flagship-network relations across the three retailers
ii) Evidence of different factors underlying network strategies
Tesco
LVMH
The Body Shop
Summary of these cases
Linking flagship theory to the FSA/CSA matrix
Strategic implications
(i) Choose a de-internalised international expansion path based on your initial competitive advantage position.
(ii) In the flagship network, create synergies between all key partners.
(iii) Give time to go international.
Conclusions
Acknowledgements
References
Vitae
INTRODUCTION
It is well known that the retail industry is one of the least internationalised among leading economic sectors. Indeed, in 2000, the world’s top twenty retailers held no more than 26% of their assets overseas. In contrast, foreign assets accounted for 78% of tobacco manufacturers’ total assets, 50% of chemical multinationals’ total assets, and 40% of pharmaceutical companies’ total assets. This reflects the highly specific constraints on the transfer of retailers’ capabilities across national borders. These constraints persist in spite of the opportunities offered to retailers for internationalisation by increasing regional economic integration in North America, Europe and Asia. Slow sectoral internationalisation coupled with the recent remarkable international achievements of a few retailers has renewed interest in international retailing.
In retailing, sometimes more than in manufacturing, internationalisation is not risk free, as the frequently discussed troubles of Wal-Mart and Toys R Us in Europe, Royal Ahold in the United States, and Carrefour in China have highlighted . Retailers have two major strategic choices in internationalisation. First, they can transfer their resources by creating a proprietary network of foreign subsidiaries, i.e. through foreign direct investment (FDI). This strategy involves either greenfield development strategies (the firm sets up its operations from scratch), or acquisitions of existing local players or a combination of both. In this article we call this an internalisation strategy . Alternatively, to limit their capital and physical exposure, retailers can internationalise by building networks with local and regional partners, such as key suppliers, key retail partners, key competitors and non-business infrastructure organisations that perform different value added activities in partnership with the retailer. We call this alternative a flagship-network strategy . Here, we focus on the latter.
Our research takes an exploratory case study approach to investigate to what extent and in which circumstances retailers will rely on a flagship strategy to overcome their resource and capability transfer limits, to reduce their liability of 原文请找腾讯752018766辣,文-论'文'网
http://www.751com.cn orrelated with the implementation of a flagship strategy. Yet they embrace a flagship strategy in different degrees and for different reasons. These differences depend on the transferability of their resources and capabilities and on their use of country-specific advantages (CSAs). We find that, contingent on these dimensions, a flagship strategy based on long-term collaboration and learning with network partners is the best strategy to overcome internal and/or environmental constraints to cross-border resource transfers, which are barriers to FDI. We highlight the managerial implications of these findings.
THE FLAGSHIP SRATEGY
We investigate when and why retailers will opt for a flagship internationalisation strategy. We propose that MNEs facing internal and environmental constraints to their internationalisation—i.e. some limits to the transfer of their competencies across border—are better off entering certain foreign markets by building networks of local and regional key partners than by adopting a go-it-alone FDI strategy. Among the multiple “network” configurations described in the literature, the flagship strategy alone highlights the benefits of a corporate-planned, long-term based internationalisation strategy which involves one central multinational and a web of selected partners. In contrast with many studies which highlight bilateral relationships in retailing , the flagship goes a step further by enabling firms to leverage multidirectional network effects.
Figure 1 presents the flagship-network five partners framework. The rationale for the MNE to develop a flagship strategy is to reduce uncertainty while internationalising and increasing learning. The first member is the network’s strategic centre, i.e. the MNE which acts as a flagship in terms of strategic control and direction for the entire network. The MNE relies on four types of cross-border partners to increase its international expansion rather than on bureaucratic vertical integration.
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