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 negara dan region tertentu.

Definisi

Globalization is the production and distribution of product andservices of a homogeneous type and quality onworldwide basis.

National Responsiveness is the need to understand the different consumer tasted in segmented regional market and torespond to different national standard and regulationsimposed by autonomous governments and agencies.

Globalization VS National Responsiveness

G LOBALIZATION

National Responsiveness (differentiation)

Low High

High

Low

1 3

2 4

Globalization Strategy

Mixed Strategy

Mixed Strategy

NationalResponsivenessStrategy

Dikutip dari Int. Mgt , hal 92

Enam Kunci Dimensi Budaya Organisasimenurut Hofstede

Dimension Characteristic VS Dimension CharacteristicProcessorientedJob Oriented

Parochial

Closed system

Tight control

Normative

ResultOrientedEmployeeOrientedProfessional

Open System

Loose Control

Pragmatic

Concern with the waythings are done.Concern with gettingthe job done.Employees derive IdentityFrom 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.

Attention given to practically and results, even if rules and procedures are violated.

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

Countries Function

Divisions Merger Partner

Division 4

Division 5

Division6

Merger Partner 10

Merger partner 11

Merger Partner 12

Culturel Differences in Selected Countries and Regions

Doing Business in Cultures

China

India

France

Arab Countries

Indonesia

Japan

United States

?

?

?

?

?

?

?

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.5.Fungsi pemasaran, produksi dan keuangan yang digunakan dalam implementasi strategic planning.

Definisi

Strategic Planning is the process of determining an organization’s basicmission and long-term objectives and then implementinga plan of action for accomplishing the mission and attaining the objectives.

Strategic Management is the concerned with determining the futuredirection of an organization and implementingdecisions aimed at achieving the organization’slong and short term objectives.

is applicable to all business, large or small, profit or non-profit, private or public.

A strategy is a means to an end. Organization’s strategy describes The organization’s method for achieve its strategic objectives.

4 Macam tingkatan dalam strategy organisasi

1. Societal Strategies2. Corporate Strategies3. Business Strategies4. Functional Strategies

Societal Strategies are concerned with the role of an orga-nizations in the society of which it is apart, 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 ?3. How should the business or group of businesses be

manage in order to fully enhance the organization’s ability to achieve its strategic objectives ?

Business Strategy is designed to achieve the corporatestrategy 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).2. Merespon barang/jasa baru yang ditawarkan.3. Mengawasi kenaikan operasi yang berbeda.

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 imperative3.Quality imperative4.implementing and admnistrative coordination strategy.

Strategic PredispositionsBerkaitan 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 MNC mencoba mengintegrasikan sistem global dlm pengambilan keputusannya.

Orientation of an MNC under different profile Etnocentric Polycentric Regiocentric Geocentric

Mission

Governance

Strategy

Structure

Culture

Technology

Marketing

Finance

Personelpractices

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 variationRepatriation to pro- Retention of pro- Redistribution RedistributionFit to home country fit in hostcountry within region globalyPeople of HC devp. People of local Regional people Best people everyFor key position nationality for key devp. For key post. Where in the worldEverywhere in the W post. In their own anywhere in region devp. For KP

Langkah-langkah dalam menformulasi Strategy

1. Scanning the external environment for opportunitiesthreats.

2. Conducting an internal resources analysis of company strengths and weaknesses

3. Formulating goals in light of external scanning andinternal analysis.

Elemen-elemen dasar Strategic Planning bagi Manajemen Internasional

External Environmental scanning for MNC Opportunities and Threats

Internal Resources Analysis of MNCStrengths and Weaknesses

Strategic PlanningGOALS

IMPLEMENTATION

Environmental Scanning

Menyediakan manajemen tentang akurasiperkiraan/peramalan dan kecenderungan yang berkaitan dengan perubahan-perubahan dalamwilayah geografis dimana perusahaan (MNC) sedang melakukan bisnis dan atau mempertim-bangkan suatu operasi bisnis. Perubahan-perubahan tersebut antara lain tentang ekonomi, persaingan, kestabilan politik, teknologi dan data demografi konsumen.Gambar berikut adalah contoh proses Pengamatan lingkungan didasarkan atas pemasaran

The environmental scanning process inMarketing – based corporation

Adoption of global strategic planning perspective

General scan of all market

First scan : Macro

Omit closed market and insignificant marketsRemaining coutries’entry concern; can a firm gain entryUnder reasonable conditions ? If not, eliminate

Second scan : grater detail

Check environmental constraints;educational, legal, Behavioral, social political. Eliminate countries withUndesirable key constraints, or put them aside for Lower priority conciderations

Remaining countires : Detailed micro scanning

Data on all key constrains affecting the firmVisits by key personelGet good local legal advice

Competitive analysis

Check out competition (MNC as well as local)Can the firm compete effectively ?Data, analysis on firm and industries

Product Line

Which product shall we use as leader ?Product adaptations necessary ?Demand pattern

Serious entry planning

Functional specialists begin detailed workStaff specialists in action .Linkages with country begins: Zoning, tax questions, Negotiations on special arrangements, supplier commitments,ect

Entry

Internal Resource Analysis

Dalam memformulasi strategi, beberapa perusahaanmenunggu sampai mereka memiliki pengamatan lingkungan yang lengkap sebelum melakukan analisissumberdaya internal. Lainnya melakukan kedua langkah tersebut bersamaan.Analisis sumberdaya internal membantu perusahaanuntuk mengevaluasi keadaan manajerial, teknik,material dan kekuatan/kelemahan keuangan saat ini.Kemudian informasi tersebut digunakan oleh MNC untuk menentukan kemampuan memperoleh peluangpasar internasional.

Kebenaran analisis ini perlu mempertemukan antara peluang eksternal (diperoleh melalui pengamatan lingkungan) dengan kemampuan internal (diperoleh dari analisis sumberdaya internal).

Analisis internal mengidentifikasi faktor-faktor kunci keberhasilan yg mengarahkan bagaimana sebaiknya yang harus dikerjakan MNC.Faktor-faktor kunci keberhasilan (key factorsfor success/KFS) merupakan faktor penting bagi perusahaan untuk berkompetsi secara efektif dalam celah pasar (market niche).

Contoh :KFS airline adalah Price, Safety, Quality servicemeliputi jadwal kedatangan, pemberangkatan, keramahan dan kemudahan personel.

Matrik evaluasi negara Eropa timurCountry Economic Receptiveness to Speed of potential foreign investment reform

Most promisingCzechoslovakiaHungary

PromisingPoland

Least PromisingBulgatiaRomaniaAlbania

B+B

C+

CD+D-

BA

A

BC-F

C-A

A

C+FF

Strategy Implementation

1. The MNC must decide where to locate operations,2. The MNC must carry out entry and ownership strategy3. Management must implement functional strategies in area such as marketing, production and finance.

Pertimbangan Lokasi dalam Implementasi

Ada dua pertimbangan dalam memilih tempat yaitu :1. Negara2. Tempat khusus dalam negara terpilih

Contoh :Pada tahun 1980-1990 sebagian besar investasiAsing Amerika terdapat di negara industri,Di eropa dan Kanada. Hanya sebagian kecil sajaAda di negara berkembang (mining) bukanIndustri manufaktur.

Lokasi khusus yang dipilih dalam suatu negara mempertimbangKan beberapa faktor antara lain Akses pasar, pesaing, keterse-Diaan transportasi, listrik dan keinginan masyarakat setempat.

Pertimbangan Masuk dan kepemilikan

Ada berbagai macam bentuk kepemilikan Yaitu :1. Fully owned Subsidiary2. Joint Venture3. Licensing4. Franchising5. Export/Import

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 : 1. nonequity venture dan 2. equity 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

AdvantagesOwnership

• 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

•standards

LOCATIONAccses to complementary assets based on nations’

Competitive adv,originated in the partners’homeCountries. Acces to main world’s markets for theInputs 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 highUncertainty situation.Transaction costs less important

Because of technological diffusion rapidity.BenefitsFrom scale economies. The launching of project withHigh sunk costs. New oligopolisticreaction to replaceTraditinal oligopolistic strategies that are in adequate

Because of the concentration, instability andAsymetrry of oligopolies

GlobalizationConcentrated, asymetrical and unstable oligopoly.

World’s product adapted to local demand.System product.

Products based on world’s accepted standards.

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. 3. Jika licensor kekurangan sumberdana dan manajerial.

FranchisingMerupakan 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 diurus perusahaan yang menangani ekspor.

Partial Comparison of global stategic lliances

Strategy Organization Benefits Costs Critical success Strategic HRM design factors

Licensing- manufac.ind.

Licensing-Servicing angFranchises

Joint ventr-SpecializationAcross partner

Joint ventr-Share-valueadding

Technologies

Geography

Fuction

Product or Line ofbusiness

Early standardiza-Tion of designAbility to capitali-Ze on innovationsAccess to new tech.

Fast market entryLow capital cost

Learning a part-Ner’s skillsEconomics of scaleQuasi-vertical inte-GrationFaster learning

Strengths of bothPartners pooledFaster learningAlong value chain

New competitorsCreatedPossible eventualExit from industryPossible depen-Dence on licensee

Quality controlTrademark pro-Tection

Excessive depen-Dence on partnesFor skillDeterrent to inter-Nal investment

High switchingCostInability to limitPartner’s across toinformation

Selection of licenseeUnlikely to becomeCompetitorEnforcement of par-Ners and licencingAgreement

Partners compatibleIn philosophies/Values.Tight performance Standars.

Tight and specificPerformance criteria.Entering a venture as“student” rathen thanTeacher to learn skillFrom partner.

Decentralization andAutonomy from coo-Perate parent.

Technical knowledgeTraining of localManager

Socialization of franchisees andLicensees with core values

Management development and training.Negotiation skill Managerial rotation

Team-buildingAccuturationFlexible skill for implicit commu.