The New Role of Regional Management by Ambos, Björn -- Read -- Imperial Library of Trantor

Index

The New Role of Regional Management The New Role of Regional Management Contents Tables and Appendices Figures About the Authors

Professor Björn Ambos Professor Bodo B. Schlegelmilch

Acknowledgements 1 Introduction

Global ideals versus regional realities: Why regional strategy still makes sense

Globalization is dead-Long live globalization The regional imperative Regional homogeneity Limits to economies of scale and scope Regional liability of foreignness Prevailing regiocentric management orientation Organizational complexity

The case for a regional strategy Underlying research and structure of the book

Part I Succeeding in Europe 2 The European Market

Is there common ground between Spain and Slovakia or Italy and Ireland?

Europe as the number one “hot spot” for trade Trade in goods Trade in services Foreign Direct Investments Homogeneity in Europe-dream or reality? Homogeneity among countries: Macroeconomic indicators? Key issues affecting Europe Is there homogeneity among European countries? Homogeneity among European consumers-dream or reality? Is there homogeneity among European consumers?

Conclusion

3 Managing the Integration Responsiveness Dilemma

Navigating in the global integration-national responsiveness space

The advantages of local adaptation The advantages of global integration Dealing with both pressures simultaneously Common organizational solutions

The global matrix structure The transnational network

The problem with global matrices and networks

Towards a regional view The regional headquarters solution

The increasing significance of regional headquarters The value of regional headquarters

The parenting advantage The knowledge advantage The organizational advantage

Conclusion

4 Developing Regional Structures

Developing regional strategies and structures Defining your region

Geographic proximity Market similarities Managerial considerations Political considerations Cost efficiency

Does regional strategy always imply a regional structure?

Building on a regional headquarters for the region Building a regional headquarters in the region

Intraregional homogeneity and interregional heterogeneity Regional flexibility Talent development Minimum size of countries Regional headquarters’ support for local subsidiaries Aggregation of subsidiary interests Efficiency

Mapping the organizational structure for the region Single country market approach Subregional headquarters Mixed structure approach (Virtual) network structures approach

Where to locate your regional headquarters

The initial location decision

Power leverage Personal preference Historical accidents

Relocation of regional headquarters

Relocation into lead markets Relocating to mirror structural changes Go for the lead country or a neutral location? Policy implications

Conclusion

5 Managing Regional Headquarters

The managerial challenges at hand Managing the dual tensions

The relationship to local subsidiaries The relationship to global headquarters Influence, autonomy and performance

Roles and responsibilities

The regional headquarters integrative charter

Coordination Achieving and maintaining control Pooling of resources

The regional headquarters entrepreneurial charter

Scouting and exploring Stimulating and assisting Signal commitment

Changing roles over time Allocation of value-added activities across the firm

Conclusion

Part II Strategies for US and Japanese Firms 6 US Companies in Europe: Going East

Organizational structure Value activities within and across the region

Research and development Sourcing and production Marketing and product standardization/adaptation

Management challenges

Relationship between global headquarters, regional headquarters and local subsidiaries Span of control Communication

Conclusion

7 Japanese Companies in Europe: Going West

Organizational structure

Global corporate strategy affects corporate structure

Value activities within and across the region

Research and development Sourcing/procurement Production Marketing and product standardization/adaptation

Management challenges

Relationship between headquarters, regional headquarters and local subsidiaries Span of control Decision making Communication and language

Conclusion

Part III Selected Cases-the Best in Class 8 Learning from the Pharmaceutical Industry Astellas-the European Challenge*

Background: Astellas-seeing synergy

The European pharmaceutical industry Leading pharmaceutical markets Competitive situation Political pressures: The European pricing game Competition from generics Market differences

Astellas-A new strategy for Europe

Fujisawa and Yamanouchi in Europe Astellas Europe-Preparing for the future Rethinking Astellas European structure

Preparing for the meeting Appendix

Opportunity Development and Centrality: The Case of Boehringer Ingelheim*

Introduction to Boehringer Ingelheim Overall organizational logic and the need for regional structures Boehringer Ingelheim’s RHQ for Central Eastern Europe (CEE) Advantages and issues connected to regional marketing operations

Key advantages of the regional marketing organization Key issues of the regional marketing organization How Boehringer overcomes issues while keeping the strengths of the marketing organization

Conclusion

9 Learning from the Automotive Industry Ford Motor Company*

Introduction Company background Automotive division

Financial services division

History Markets

Global operations North America Europe

Organizational structure of Ford Motor Company

Ford of Europe Structure within Ford of Europe

Trends and challenges for the automobile industry

Bankruptcy of a major automobile manufacturer Excess capacity Pricing pressure and Asian competition Consumer spending trends in Western Europe Growth potential in emerging markets EU vehicle regulations

Ford’s restructuring efforts Preparations for the European Board Meeting Appendix

Honda Motor Company Limited*

History Corporate profile

Global organizational structure Honda in Europe Research and product development The European market Standardization in Europe Cultural issues European headquarters and subregional European headquarters relations Genba-The place where things are happening Honda’s future in Europe

Current Challenges and Future Prospects Appendix

10 Learning from the Sport Shoe Industry Puma Prague*

Introduction Company history

Puma in the 1920s The split up The Puma brand Change in management and ownership The next step: Expansion after restructuring The Puma brand and culture in a momentum growth Puma International and the Regional Hubs Regional headquarters in Salzburg, Austria

RHQ background and Erwin Kaiser “Ideal” structure Finance and budget Sourcing and logistics Marketing

Puma Prague

Current management and operations Marketing and promotion Product development Sourcing/warehousing Interaction with regional headquarters Puma Austria Relations with other subsidiaries Upcoming changes

A10.1 Appendix

A10.2 Puma AG’s corporate values

Our Values

Inside the Nike Matrix*

Introduction Key facts and figures History snapshot

Key regions United States EMEA Asia-Pacific The Americas

Inside the Nike matrix

Global headquarters Regional headquarters Subsidiaries Appendices

11 Conclusion

Dynamic competence relays

Notes

1 Introduction 2 The European Market 3 Managing the Integration Responsiveness Dilemma 4 Developing Regional Structures 5 Managing Regional Headquarters 6 US Companies in Europe: Going East 7 Japanese Companies in Europe: Going West 8 Learning from the Pharmaceutical Industry 9 Learning from the Automotive Industry 10 Learning from the Sport Shoe Industry

INDEX

← Prev
Back
Next →

← Prev
Back
Next →