considers Bartlett &
me"
+ .
Ghoshal 's International strategies Matrix
.
Operating in international markets to consider the extent to which their
requires managers goods lservices will
need to be customisedto meet needs of local market & A sales '
.
Whether overseas branches should have control
over their own operations (domestic country keeps tight control
through centralisation & focus on d costs .
B 9pressure to tv costs
Mod
( &
in
customise
foreign
products
markets .
focus cost minimisation
-
Highly centralised .
Locally responsive .
Pressure for centralisation
.
focus on efficiency inefficient learning
& delivery of customised
,
↳ economies of scale . . .
a sharing
products (for each geog . market)
-
Decisions 9 centralised
.
knowledge of tech shared
.
•
N pressure to customise across
globe = economies of
products scale
-
helping h costs
9 attention to
-
Works if theres little
centralised
focus on reaming &
. Highly decentralisedcustomisation of
locally responsive
difference btwn demands sharing their products to meet
needs of
foreign
markets
ofdomestic d foreign
£
markets : d pressure
.
to customise products . Operate independently
•
Centralised control (mainly v
d cost minimisation
at headquarters) pressures : easier to
.
decentralise activities(RtD) .
Strategy focuses ton domestic
•
market & international market
-
P risk of local operations
just to A sales mowing away from overall
↳ markets corporate strategy of firm
pressure to customise products in
foreign .
me"
+ .
Ghoshal 's International strategies Matrix
.
Operating in international markets to consider the extent to which their
requires managers goods lservices will
need to be customisedto meet needs of local market & A sales '
.
Whether overseas branches should have control
over their own operations (domestic country keeps tight control
through centralisation & focus on d costs .
B 9pressure to tv costs
Mod
( &
in
customise
foreign
products
markets .
focus cost minimisation
-
Highly centralised .
Locally responsive .
Pressure for centralisation
.
focus on efficiency inefficient learning
& delivery of customised
,
↳ economies of scale . . .
a sharing
products (for each geog . market)
-
Decisions 9 centralised
.
knowledge of tech shared
.
•
N pressure to customise across
globe = economies of
products scale
-
helping h costs
9 attention to
-
Works if theres little
centralised
focus on reaming &
. Highly decentralisedcustomisation of
locally responsive
difference btwn demands sharing their products to meet
needs of
foreign
markets
ofdomestic d foreign
£
markets : d pressure
.
to customise products . Operate independently
•
Centralised control (mainly v
d cost minimisation
at headquarters) pressures : easier to
.
decentralise activities(RtD) .
Strategy focuses ton domestic
•
market & international market
-
P risk of local operations
just to A sales mowing away from overall
↳ markets corporate strategy of firm
pressure to customise products in
foreign .
