51
© 2011 Kazuo Ichijo. Not be used or reproduced without permission. 䉟䊉䊔䊷䉲䊢䊮䈪ൎ䈤ᛮ䈒䉫䊨䊷䊋䊦┹ April 19, 2011 ICS৻ᯅᄢቇᄢቇ㒮࿖㓙ડᚢ⇛⎇ⓥ⑼ IMD ৻↢ SAP Business Symposium Osaka
| Date post: | 13-Mar-2018 |
| Category: |
Documents |
| Upload: | nguyencong |
| View: | 214 times |
| Download: | 2 times |
© 2011 Kazuo Ichijo. Not be used or reproduced without permission.
April 19, 2011ICSIMD
SAP Business Symposium Osaka
© Kazuo Ichijo 201 2
© Kazuo Ichijo 201
1.Singapore2. Hong Kong3. USA4. Switzerland5. Austria6. Sweden7. Canada8. Taiwan9. Norway10. Malaysia11. Luxembourg12. Netherlands13. Denmark14. Austria15. Qatar16. Germany17. Israel18. China19. Finland20. New Zealand21. Ireland22. UK23. Korea24. France25. Belgium26. Thailand27. Japan
Source: IMD World Competitiveness Yearbook, 2010
28. Chile29. Czech R.30. Iceland31. India32. Poland33. Kazakhstan34. Estonia35. Indonesia36. Spain37. Portugal38. Brazil39. Philippines40. Italy41. Peru42. Hungary43. Lithuania44. South Africa45. Columbia46. Greece47. Mexico48. Turkey49. Slovak R.50. Jordan
51. Russia52. Slovenia53. Bulgaria54. Romania55. Argentina56. Croatia57. Ukraine58. Venezuela
© Kazuo Ichijo 201
23
27
24
2119
16
2422
17
27
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Japan’s overall rankingin the IMD’s World Competitiveness Yearbook
(2001-2010)
NUMBERNUMBER11
19901990
© Kazuo Ichijo 201
WORKINGBETTER
WORKINGCHEAPER
WORKINGANYWHERE
Source: D. Turpin (IMD)
© Kazuo Ichijo 201
BOP
6
© Kazuo Ichijo 201
Where are you now and where do you want to go??
Local, domestic No value chain overseasInternational: Only some activities in the whole value chain
Multi-national: the whole value chain in a country
Multi-regional: the whole value chain regionally integrated
Global: the whole value chain globally integrated
7
© Kazuo Ichijo 201
Two Opposing Forces in Global Environment
Global Integration
The ability to derive the benefits of operating as a single global entity
Local Responsiveness
The ability to respond to each locality (e.g., region, country,province/state) and compete effectively at that level
Source: P. Rosenzweig, IMD
8
© Kazuo Ichijo 201
Forces for Global Integration
Scale economies in R&D R&DScale economies in purchasingScale economies in manufacturing
Scale economies in advertisingAbility to leverage best practicesAbility to apply managerial talentConsistency for global customers
Multinational firmsGlobally mobile customers
Source: P. Rosenzweig, IMD
9
© Kazuo Ichijo 201
Forces for Local Responsiveness
Product tastes and habitsCustomer ability to pay
Marketing channels, sales, and merchandising
Competitive pressureHost country regulations
Technical, environmental, more
Labor and management practicesClimate
Source: P. Rosenzweig, IMD
10
© Kazuo Ichijo 201
ConsumerElectronics
Cement
BrandedPackagedProducts
Forces For Local Responsiveness
Forc
es F
or G
loba
l Int
egra
tion
Source: Adapted from Managing Across Borders: The Transnational Solution,Christopher A. Bartlett and Sumantra Ghoshal, Harvard Business School Press, 1989.
Automotive
MercedesBMW
Toyota PSA
Global and National Forces: Industry Effects
11
© Kazuo Ichijo 201
Nestlé
Sustenance
PleasurePleasureand diversityand diversity
ConvenienceConvenience Nutrition
Health
Wellbeing
1867 1944 2000 2025
time
12
Source: Nestlé
© Kazuo Ichijo 201 13
Nestlé
Paul Burke, CEO, Nestlé
Source: www.youtube.com
© Kazuo Ichijo 201 15
Nestlé
Nestle,Purina,Nestea,Nescafe,Maggi,Buitoni,,,
Kitkat,Nespresso,Perrier,Vittel,Milo,,,
Findus,Eskimo,,,
Corporate brand
Global strategic brand
Local strategic brand
Local brand about7500
global
local
Made by ichijo from the source”
2003/06/30 NO.49”
© Kazuo Ichijo 201
Nestlé
Source: http://www.nestle.com
Local Adaptation
Global Integration
16
© Kazuo Ichijo 201 17
Nestlé
KPI1. Growth2. Gross margin3. Capital efficiency4. Market leadership
Source: http://www.nestle.com
© Kazuo Ichijo 201
Nestlé BOP
18
BOP market - $5 trillion.Total by income segment.(Page 13, The Next 4 Billion: Market Size and Business Strategy at the Baseof the Pyramid)Four billion people form the base of the economic pyramid (BOP) – those withannual incomes below $3,000 (in local purchasing power).The BOP makes up 72 percent of the 5,575 million people recorded byavailable national household surveys worldwide and an overwhelming majorityof the population in the developing countries of Africa, Asia, Eastern Europe,and Latin America and the Caribbean – home to nearly all the BOP.This large segment of humanity faces significant unmet needs and lives inrelative poverty: in current U.S. dollars their incomes are less than $3.35 a dayin Brazil, $2.11 in China, $1.89 in Ghana, and $1.56 in India.Yet together they have substantial purchasing power: the BOP constitutes a $5trillion global consumer market.
Source: http://www.wri.org/publication/the-next-4-billion
© Kazuo Ichijo 201 19
Source: Nestlé
BOP
© Kazuo Ichijo 201
BOP Nestlé Vision
20
Source: Nestlé
© Kazuo Ichijo 201 21
Source: Nestlé
Nestlé
© Kazuo Ichijo 201
Win Win
22
Source: Nestlé
© Kazuo Ichijo 201 23
© Kazuo Ichijo 201 24
© Kazuo Ichijo 201
Adaptation ?
Aggregation ?Arbitrage ?
Source: Ghemawat, 2007
-
COE (Center of Excellence)
© Kazuo Ichijo 201
P&G
Multi-regional organization (1998
Organization 2005 (1999 -)Global Business Unit (GBU): AggregationMarket Development Organization (MDO): AdaptationGlobal Business Services (GBS): Arbitrage
26
© Kazuo Ichijo 201
P&G: Multi-regional Global
Adaptation
AggregationArbitrage
P&G
1980s: Multi-regional
1998: Organization 20052000s: More Arbitrage
Source: Ghemawat, 2007 and James Henderson@IMD
© Kazuo Ichijo 201
Procter and Gamble(-1998)
28Source: HBS 9-707-519
© Kazuo Ichijo 201 29
Procter and Gamble Organization 2005
Source: HBS 9-707-519
© Kazuo Ichijo 201
Gillette, Wella, Clairol Procter and Gamble Organization(2006)
30Source: HBS 9-707-402
© Kazuo Ichijo 201 31
A.G. Lafley Organization 2005 P&G
A. G. Lafley, former CEOProcter and Gamble
Source: HBS P&G Japan: SK-LL Globalization Project
© Kazuo Ichijo 201
:
•
•
•
Source; Vlad Pucik
© Kazuo Ichijo 201
GE-Allow Globalization to Drive New Business Models-
Phase 1: Made in the USA and ExportPhase 2: Localization of ProductionPhase 3: Engage Local Customers to do more engineering forlocal adaptationPhase 4: Unique Local Products (Reverse innovation)Phase 5: Export Unique Local Products to the USA
33
LCC
Source: http://www.ge.com
© Kazuo Ichijo 201 34
Cheap WorkerJPN Knowledge Worker JPN
INDIA INDIA
IT
© Kazuo Ichijo 201 35
© Kazuo Ichijo 201
Arbitrage:
Aggregation:
Arbitrage COE
36
© Kazuo Ichijo 201 37
© Kazuo Ichijo 201 42
IT
© Kazuo Ichijo 201
RD & CD
RD: Research and Develop CDConnect and Develop
P&G 35% CDCD
43
Source: http://www.pg.com
© Kazuo Ichijo 201
iPhone :
45
Source: http://www.apple.com; http://www.uniqlo.com
© Kazuo Ichijo 201
”
Japan Technology
2007
© Kazuo Ichijo 201 47
Source: http://www.uniqlo.com
Source: http://www.uniqlo.com
© Kazuo Ichijo 201
Social Network
Facebook GoogleFacebook
49
The Economist, Jan 28., 2010
© Kazuo Ichijo 201
Facebook and Social Networking
50
The Economist, Jan 28., 2010
© Kazuo Ichijo 201
NPO NGO
51
IT
![KYOTO-OSAKA KYOTO KYOTO-OSAKA SIGHTSEEING PASS … · KYOTO-OSAKA SIGHTSEEING PASS < 1day > KYOTO-OSAKA SIGHTSEEING PASS [for Hirakata Park] KYOTO SIGHTSEEING PASS KYOTO-OSAKA](https://static.documents.pub/doc/80x56/5ed0f3d62a742537f26ea1f1/kyoto-osaka-kyoto-kyoto-osaka-sightseeing-pass-kyoto-osaka-sightseeing-pass-.jpg)
