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Chapter Entry Strategy and Strategic Alliances 进入战略和战略联盟 14 Case: Diebold迪堡公司 Began to sell ATM machines in foreign markets in 1980’s 1980’s Distribution agreement with Philips 1990 Diebold establishes joint venture with IBM 1997 foreign sales 20% of Diebold’s total revenues Diebold decides to go it alone with local manufacturing presence for local customization Through acquisitions joint ventures 公司最早开始把ATM销往海外市场是在20世纪80年代 20世纪80年代，迪堡公司与荷兰的跨国电子公司飞利浦有限公司签订了一项销售协议 1990年，迪堡与IBM公司建立了一家合资企业 到1997年，公司的海外销售从个位数增长到占迪堡公司总收入的20%强 迪堡相信把制造厂设在关键市场附近，将有助于本土化的量身订做 并购 合资 Basic foreign expansion entry decisions基本进入决策 A firm contemplating foreign expansion must make three decisions Which markets to enter When to enter these markets What is the scale of entry Which foreign markets Favorable Those markets with politically stability both in developed and developing nations Those market adopted free market systems There is no dramatic upsurge ?(增长，高涨) in inflation or private-sector debt Unfavorable Those markets with politically un-stability in developing nations with a mixed or command economy or where speculative financial bubbles have led to excess borrowing Timing of entry Advantages in early market entry: First-mover advantage. In marketing, first-mover advantage or FMA is the advantage gained by the initial (first-moving) significant occupant of a market segment. It may be referred to as Technological Leadership. This advantage may stem from the fact that the first entrant can gain control of resources that followers may not be able to match.1 Sometimes the first mover is not able to capitalize on its advantage, leaving the opportunity for another firm to gain second-mover advantage. Build sales volume. Move down experience curve and achieve cost advantage. Create switching costs. Disadvantages: First mover disadvantage - pioneering costs. Changes in government policy. Building sales volume In early market entry, the entrant may be easily to build sales volu