Ch. 3, Global Management 任維廉 2018/03

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1 Ch. 3, Global Management 任維廉 2018/03
Culture is the collective programming of the mind which distinguishes the members of one human group from another — Geert Hofstede 任維廉 /03

2 national culture vs. organization culture, 何者影 響員工行為更大？
網路最常用、企業界最有用的語言是英文， 排第二的是哪一種語言？ (p.128) 開車一定是向右行駛？西方人如何分辨來自東 方的觀光客？龍的傳人？洗門風 ？ “culture shock” Who owns what?

3 the difficulty people have adjusting to a new culture that differs markedly from their own. (Wiki) 去美國，東南亞人來台灣 … Culture shock

4 實做練習Case: Who Owns What?
Acer, Amazon, Apple, AT&T, Coke, Disney, Facebook, GE, Google, Grey Hound, Heineken, Holiday Inn, Hyundai, ThinkPad, IBM, Ikea, Intel, LG, Lipton Tea, Marlboro, McDonald, Microsoft, Nestle, Nokia, P&G, Philips, Rolex, Sam Sung, Shell, Sony, Swatch, Tencent 騰訊，Toyota, Uber, Visa, Volvo, Wal-Mart, Wrangler Jens

5 世界級品牌 http://www.wpp.com/wpp/marketing/brandz/brandz-reports.htm
世界級品牌 2013 排名 2012 排名 2011排名 品牌 2013排名 2012排名 1 Apple 8 7 Marlboro 2 3 Google 9 15 20 Visa IBM 10 中國移動 4 McDonald 11 GE 5 6 Coke-Cola 23 28 27 TOYOTA AT&T 30 55 67 Samsung Microsoft 33 25 29 百度

6 2014年十大台灣國際品牌 排名 品牌 公司名稱 品牌價值 (億美元) 1 華碩電腦 17.23 2 趨勢科技 12.54 3 旺旺控股
10.55 4 宏達國際 7.05 5 宏碁公司 6.77 6 出處:經濟日報103/12/18

7 2014年十大台灣國際品牌 排名 品牌 公司名稱 品牌價值 (億美元) 巨大機械 正新輪胎 美利達工業 聯強國際 研華公司 6 4.22 7
3.67 8 美利達工業 3.47 9 聯強國際 3.45 10 研華公司 3.23 7 出處:經濟日報103/12/18

8 綱 要 1. What’s your global perspective? 全球視野 vs. 偏狹地域觀念 2. Understanding the global environment: 變遷的全球環境 3. Doing business globally, 國際化階段 4. Managing in a global environment, 外國環境之管理

9 1. 全球視野 Parochialism viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. 討論： 聯合國考題：你對於世界糧食短缺問題的看法。從美 國 (台北) 看天下。世界是平的，只要有網路和雄心。 全世界的夜景，Facebook map，宗教禁忌，日本習俗， 不雅的手勢。

10 臺北人心中的臺灣地圖 10

11 臺灣人心中的世界地圖 vs 韓國人 11

12 東方之珠?

13 Paul is an intern on Facebook’s data infrastructure engineering team

14 全球 GDP 63兆美元 歐盟 16兆，美國 15兆， 中 7.5兆，日 6.5兆，韓 1.0兆，台 0.5兆，
東協十國 2.0兆，俄羅斯 1.6兆， 其他：拉丁美洲 3.3兆，非洲 2.5兆…… 14

15 全球人口 70億人 歐盟 4.7億，美國 3.0億， 中國 13億，印度 11億，印尼 2.4億， 巴西 1.8億，巴基斯坦 1.6億，俄羅斯 1.4億， 孟加拉 1.4億，奈及利亞 1.4億，日本 1.3億 其他：拉丁美洲 5.6億，非洲 9.0億…… 人均所得! 15

16 G7, G8 (Group of Eight), G-20 八大工業國組織 G-20 擁有全球 65%的人口，85%經濟活動
英國, 法國, 德國, 義大利, 美國, 加拿大, 日本, 俄羅斯 G-20 擁有全球 65%的人口，85%經濟活動 巴西, 印度, 中國, 南非 (BRICs), 印尼, 韓國, 沙烏地阿拉伯, 土耳其, 墨西哥, 阿根廷, 澳大利亞, 歐盟

17 *Usama bin Laden, Jr., Leonardo da Vinci,
Barack Hussein Obama II, Henri Fayol, Max Weber

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22 Adopting a Global Perspective
Ethnocentric Attitude, 種族優越中心 The parochialistic belief that the best work approaches and practices are those of the home country. Polycentric Attitude,多中心 The view that the managers in the host country know the best work approaches and practices for running their business. Geocentric Attitude, 地球為中心 A world-oriented view that focuses on using the best approaches and people from around the globe.

23 Where do you want to go? 先分析公司面對的市場有多大？ 再評估這樣的環境下，公司有無競爭力？
聯想集團一直都有國際性的企圖心，當年購併IBM PC是 想買三樣東西：品牌、技術、國際化資源。 三星集團先在新興市場成為第一名的品牌，才試圖攻佔已 開發市場，最後才攻打美國市場。 王品集團在臺灣已做到連鎖餐飲第一名，有非常好的管理 制度和企業文化。現欲複製成功經驗到中國大陸與東南亞。 23

24 全球企業進入新興市場 1. 複製：選擇核心產品，為確保正確輸出，在外僑社區先測試。 Domino 進軍澳洲，幾乎失敗。
2. 調整：Nestle 創造出順應當地需求風味的新產品。 3. 從根本重新思考在地化策略：KFC 在中國，蘇敬軾捨棄美 國的基本邏輯：餐點項目精簡、價格低廉、著重外賣。改為： (1)因地制宜：改變菜單（粥）及各地分店之配方 (2)快速擴展：1987~, 現有3300家，平均一天增一家 (3)發展後勤網，掌握供應鏈 (4)提供員工訓練，成為學習型組織 (5)專注發展直營店，而非加盟店 (6)防止反彈風險：改變菜色，教導消費者注重健康 * Bell & Shelman, KFC‘s Radical Approach to China, HBR, 2011 24

25 2. 變遷的全球環境： 區域貿易聯盟 Regional Trading Alliances
1. 歐盟, European Union (EU) - a union of 28 European  nations created as a unified economic and trade entity, + - ?  Euro - a single common European currency 2. 北美自由貿易協定, North American Free Trade Agreement (NAFTA) - an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated. 3.東協經濟體, ASEAN (Association of Southeast Asian Nations) Economic Community (AEC), Trading alliance of 10 Southeast Asian nations, +1,3,6 討論：蘇東坡？ PIGS  

26 European Union Map

27 ASEAN Members

28 Other Trade Alliances African Union (AU)
Southern Cone Common Market (Mercosur) Trans-Pacific Partnership (TPP) Other regions around the world have also developed regional trading alliances. For instance, the 54-nation African Union (AU), which came into existence in 2002, seeks to “build an integrated, prosperous and peaceful Africa, an Africa driven and managed by its own citizens and representing a dynamic force in the international arena.” Five east African nations—Burundi, Kenya, Rwanda, Tanzania, and Uganda— have formed a common market called the East African Community (EAC). The South Asian Association for Regional Cooperation (SAARC), composed of eight member states (India, Pakistan, Sri Lanka, Bangladesh, Bhutan, Nepal, the Maldives, and Afghanistan), began eliminating tariffs in 2006. Finally, in 2015, 12 countries forged the terms of a trade alliance called the Trans-Pacific Partnership (TPP). The countries involved in the agreement include the United States, Canada, Mexico, Japan, Australia, and seven other countries around the Pacific region, excluding China (see Exhibit 3-3).

29 Mercousur Members

30 TPP Map (印太) If the agreement goes into effect, it will influence about two-thirds of world economic input, making it among the largest trade alliances of all time. Among its provisions is the elimination of more than 18,000 tariffs that make cross-national trade relationships costly. the current members of TPP and countries indicating a desire to join.

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32 RCEP (Regional Comprehensive Economic Partnership) 10+6
CPTPP (Comprehensive and Progressive Agreement for TPP) 12-1

33 One Belt One Road (OBOR) :各國如何共建及協同發展

34 Global Trade Mechanisms
The World Trade Organization (WTO) - a global organization of 153 countries that deals with the rules of trade among nations. (30 observer governments) Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995. International Monetary Fund (IMF) - an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance.

35 Global Trade Mechanisms
World Bank Group - a group of five closely associated institutions that provides financial and technical assistance to developing countries. Organization for Economic Cooperation and Development (OECD) - an international economic organization that helps its 30 member countries achieve sustainable economic growth and employment.

36 Taiwan 的困境：FTA (CP)TPP - 跨太平洋夥伴 (全面進步) 協定 TIFA - 台美貿易暨投資保障協議
RCEP - 區域全面經濟夥伴關係協定 APEC - 亞太經合會, FTAAP OBOR - 一帶一路 ECFA - Economic Cooperation Framework Agreement, 兩岸經濟合作架構協議：海峽兩岸服務貿易協議 韓國與歐盟及美國簽署 FTA, 中日韓 FTA 36

37 3. 國際化階段 (Doing business globally) 外包，進出口，授權，特許加盟，策略聯盟/合資，外國子公司

38 Multinational Corporation (MNC): Maintains operations in multiple countries.
Multinational Corporation (MNC) - a broad term that refers to any and all types of international companies that maintain operations in multiple countries. 1. Multidomestic Corporation - an MNC that decentralizes management and other decisions to the local country. 2. Global Company - an MNC that centralizes management and other decisions in the home country. 3. Transnational or Borderless Organization - an MNC in which artificial geographical barriers are eliminated. (reflect a geocentric attitude) 38

39 台灣傳統產業之發展軌跡 從小開始， 為外國客戶代工（成為OEM）， 跨國分工， 投入研發設計， 掌握核心客戶（成為ODM），
提升台灣為營運總部， 自建品牌通路。 討論：Smile curve

40 BenQ-Siemens Case 的教訓 1. 財務評鑑 2. 品牌 /品質 3. 執行力：管理能力，人才素質 40
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41 4. 外國環境之管理 1. 政法、經濟環境 2. 文化環境 個人、集體主義 權力差距 不確定之規避 成就或教養（重量或質，陽剛、陰柔）
長、短期導向 補充資料：南斯拉夫鈔票，女人女人

42 Managing in A Global Environment
The Legal Environment Stability or instability of legal and political systems Legal procedures are established and followed Fair and honest elections held on a regular basis Differences in the laws of various nations Effects on business activities Effects on delivery of products and services

43 The Economic Environment
Free Market Economy - an economic system in which resources are primarily owned and controlled by the private sector. 但美國1929~ 增加政府公共建設支出, 2008~ 提高 關稅、限制進口量，以保護國內就業。 Planned Economy - an economic system in which economic decisions are planned by a central government. 但1978~ Chinese model: 具有中國特色的資本主義，有 限度承認私有財產，放寬對經濟活動限制，成立沿海經 濟特區。允許外資進入創投企業。 Monetary and Financial Factors Currency exchange rates, Inflation rates, Diverse tax policies

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46 The Cultural Environment
National Culture - the values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important. May have more influence on an organization than the organization culture. Global Leadership and Organizational Behavior Effectiveness (GLOBE) program - a research program that studies cross-cultural leadership behaviors.

47 What Are Americans Like
Americans are very informal. Americans are direct. Americans are competitive. Americans are achievers. Americans are independent and individualistic. Americans are questioners. Americans dislike silence. Americans value punctuality. Americans value cleanliness.

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51 Hofstede’s Framework for Assessing Cultures
Individualism versus Collectivism Power Distance Uncertainty Avoidance Achievement versus Nurturing Long-Term versus Short-Term Orientation

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53 Hofstede’s Five Dimensions of National Culture
(1) Individualistic — people look after their own and family interests Collectivistic — people expect group to look after and protect them Individualistic Collectivistic United States, Canada Japan Mexico, Thailand Australia (2) High power distance—Accepts wide differences in power, great deal of respect for those in authority Low power distance—Plays down inequalities: employees are not afraid to approach nor are in awe of the boss High power distance Low power distance Mexico, Singapore, Italy, Japan United States, Sweden

54 Hofstede’s Five Dimensions of National Culture
(3) High uncertainty avoidance—Threatened with ambiguity and experience high levels of anxiety Low uncertainty avoidance— Comfortable with risks; tolerant of different behavior and opinions High uncertainty avoidance Low uncertainty avoidance Italy, Mexico, France United Kingdom Canada, United States, Singapore (4) Achievement—Values such as assertiveness, acquiring money and goods, and competition prevail Nurturing—Values such as relationships and concern for others prevail Achievement Nurturing United States, Japan, Canada, Greece France, Sweden Mexico

55 Hofstede’s Five Dimensions of National Culture
(5) Long-term orientation—People look to the future and value thrift and persistence Short-term orientation — People value tradition and the past Short-term thinking Long-term thinking Germany, Australia, China, Taiwan, Japan United States, Canada

56 Examples of Hofstede’s Cultural Dimensions
Source: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American Theories Apply Abroad?” Organizational Dynamics, Summer 1980, pp. 42–63. * INDULGENCE VS. RESTRAINT – THE 6TH DIMENSION

57 Hofstede’s Cultural Dimensions
PDI (Power Distance Index)  低平權 IDV (Individualism) 低將團體的利益置於 個人之上* MAS (Masculinity) 高強調積極進取、成功 低強調生活品質、人際關係、社會服務 UAI (Uncertainty Avoidance Index)  高不能容忍沒有規章 LTO (Long-Term Orientation) 高強調節儉、忍耐，為了長遠的未來*

58 GLOBE Highlights Source: M. Javidan and R. J. House, “Cultural Acumen for the Global Manager: Lessons from Project GLOBE,” Organizational Dynamics, Spring 2001, pp. 289–305. Copyright © Reprinted with permission from Elsevier.

59 Global Management in Today’s World, The Challenge of Openness
The increased threat of terrorism by a truly global terror network Economic interdependence of trading countries Intense underlying and fundamental cultural differences— differences that encompass traditions, history, religious beliefs, and deep- seated values.

60 Challenges of Managing a Global Workforce
Cultural Intelligence - cultural awareness and sensitivity skills. Global Mind-Set (GMI)- attributes that allow a leader to be effective in cross-cultural environments.

61 Global mind-set Inventory (GMI)
知識資本 (Intellectual capital)：嫻熟全球企業 營運，掌握複雜狀況，開拓國際視野。 心理 (Psychological) 資本：熱愛多元文化，渴 望冒險，自我肯定。 社會 (Social) 資本：能和不同文化背景的人建 立信任關係，發揮人際影響力，善用外交手腕。 cross cultural awareness

62 Do your assignment 1. Thinking critically about ethics (p.136)
(1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences 2. Skill exercise: Collaboration skill (p.137) common interest, listen, check, accept diversity, seek additional info., don’t defensive. 3. Team exercise: Global aptitude assessment (p.137) 4. Internet-based exercise (p.137), cross cultural awareness 5. Internet-based exercise (p.137), 全球及台灣 前二十大國際品牌？ 6. Interview exercise (p. 114, 137), what business world is like in their country. 外籍老師、同學、FB 好友

63 回顧 1. Contrast ethnocentric, polycentric, and geocentric attitudes toward global business. 2. Discuss the importance of regional trading alliances and global trade mechanisms. 3. Describe the structures and techniques organizations use as they go international. 4. Explain the relevance of the political/legal, economic, and cultural environments to global business.

64 Terms to Know parochialism ethnocentric attitude polycentric attitude
geocentric attitude European Union (EU) Euro North American Free Trade Agreement (NAFTA) Association of Southeast Asian Nations (ASEAN) World Trade Organization (WTO) multinational corporations (MNCs) multidomestic corporation global company transnational or borderless organization born globals global sourcing exporting importing licensing franchising strategic alliances joint venture foreign subsidiary market economy command economy national culture

65 2010人氣商品大調查：美，中，日 by Bloomberg BusinessWeek
電影，電視節目， 小說，啤酒， 速食連鎖 ， 搜尋引擎…… 65

66 電影 全球 阿凡達 66

67 電視節目 美 中 日 American Idol 走西口（晉商） 龍馬傳（阪本） 67

68 小說 美 中 日 丹布朗- 失落的符號 李可- 杜拉拉升職記 村上春樹- 1Q84 68

69 啤酒 美 中 日 百威(BUD LIGHT) 雪花 朝日 69

70 搜尋引擎 美 中 日 Google 百度 Yahoo 70

71 速食連鎖 美 中 日 Subway KFC 麥當勞 71

72 補充：改變全球經濟板塊的因素 海洋世紀，工業革命 資本主義 資訊科技：網路，通訊 (ICT)
討論：遙測 (remote sensor) 技術，GPS， GIS，Digital Earth

73 集體主義者會盡力協助外國人，有助於做生意？
進入海外市場要評估 機會：市場規模與成長性 風險：民族性差異。 Hofstede 將民族性概念指數化，分析對商業的影響。 從全球的角度看，台灣比美國、日本更偏向集體主義， 但這未必有利於跟海外企業建立信賴關係。 集體主義者總要分清楚協助的對象是同屬一個團體的 成員，還是團體外的成員。 個人主義者心理不屬於哪一個團體，想請他幫助外人 反而比較容易。

74 台灣很小, 不能硬套大國模式 *中國大陸土地是台灣 300倍, 人口 60倍 (人均 GDP US$ 0.7萬)
台灣很小, 不能硬套大國模式　 。 *中國大陸土地是台灣 300倍, 人口 60倍 (人均 GDP US$ 0.7萬) 美國人選擇一條最能發揮你特質, 潛力的路 (人均 GDP 5.30萬) 新加坡土地是台灣 2%, 人口25%, 人均 GDP 5.51萬 (台 2.09萬) *香港 1. 地鐵用高薪全球徵才, 現在還外銷管理技能到墨爾本, 倫敦, 斯德哥爾摩, 北京, 深圳, 杭州。 2. 新機場公司也入股北京, 深圳, 杭州, 上海埔東機場 *猶太人觀察周遭, 訓練自己從別人角度看問題, 在你現在的條件 範圍內什麼角色最能幫助其他人? 就去做他。別管是否喜歡,　 是否符合自己個性, 人有學習能力, 學習喜歡他, 錢就來了 74 74

75 國際經濟供應鏈的角色 1.自有價值鏈: Apple, IKEA 一手掌控概念, 設計, 生產外包, 銷售
。 國際經濟供應鏈的角色　 1.自有價值鏈: Apple, IKEA 一手掌控概念, 設計, 生產外包, 銷售　 2.自有研發: Intel 100% 自我研發, 品牌 3.自有品牌: HTC, Acer 局部性的研發, 但核心部件還需依賴別人　 4. 國際代工: 台積電, 鴻海 *美國Apple 主導價值鏈: 概念、設計不外放, 扼制任何可能取而 代之的競爭者, 委託 A 咖參與整體研發, 容許 B 咖自立品牌 做局部研發, 代工　 75 75

76 全球夥伴關係, 打破框架！ 　 。 全球 Partnership! 台灣 30年前曾經賭對了: 十大建設, 加工出口 區, 科學園區, 工研院, 政府主導的積體電路產業。　 環境變化很快很大, 能不能繼續: 眼明手快, 卡住節點位置, 實 事求是,以小博大, 知道何時該爭什麼讓什麼…… 出國尋覓樣版, 在地精緻化 (公園，染髮，發熱衣，保險), e.g., 水果, Kennex, Travel Fox, Proton, 加工出口區, 科學園區, American Idol, 港式飲茶、茶餐廳…… 在地精緻化後, 再走出國外 (Coke, McDonald, Starbucks), e.g., 蘭花，茶，趨勢科技，HTC, Giant, 富士康，康師傅，誠 品，王品，鼎泰豐, 85°C, Journey Kaffe, OH! Café, …… 有錢大家賺！ 資金, 股權國際化 行業樞紐化 76 76