Are You Ready to Go Global?

Are You Ready to Go Global? kmi 2005-02-01 13:51:49 조회: 94

by Diana Farrell Don't think of offshoring as just reducing expenses—it's a great way to generate new revenue. This Harvard Business Review excerpt helps you determine if your company is ready for a global reach. Editor's note: In a recent Harvard Business Review article, Diana Farrell, director of the McKinsey Global Institute, argues that companies need to streamline their supply chains globally rather than regionally or nationally. One payoff: 70 percent of your total costs can be saved through a global offshoring strategy, she says. The first step is to gauge your industry's global reach. Our excerpt deals with the next step, assessing your own company's ability to go global. Once you understand how global your industry is, you need to define globalization's full potential for your company. Although every company is different, most are affected by the same types of internal and external forces. The challenge is to figure out how these forces will strengthen or weaken over time—and how to capitalize on that evolution. Three types of factors determine the course of globalization in an industry or a company: production, regulatory, and organizational. Production. In this category, there are two factors that, in combination, determine an industry's potential for disaggregating its value chain: relocation sensitivity (how feasible and attractive it is for an industry to relocate parts of its production processes) and location-specific advantages. To figure out your relocation sensitivity, consider metrics such as your typical bulk-to-value ratios (the currency value per pound of production material), the ease with which your company can ensure quality standards remotely, how quickly your products or components become obsolete, the volatility of the demand for your service, and any sunk costs. Industries that make bulky items that are hard to transport, such as steel or timber, may have little incentive to move their production processes. Companies that have already made huge capital investments in developed countries may not be able to justify shutting down existing factories even if the variable costs of production in developing countries are much lower. IKEA has pushed the envelope by creating a new business around low transportation costs. To determine your location-specific advantages, look at variables including labor intensity, skill requirements, natural-resources intensity, and economies of scale and scope. Labor-intensive industries, such as apparel, have a greater incentive to move production to lower-wage countries. The exception would be a business whose workforce must possess specific skills that are not available outside a few countries. Industries that rely heavily on natural resources, such as the furniture sector, may find it advantageous to locate their production processes in countries where those resources are plentiful and therefore less expensive. Industries in which components are standardized, like consumer electronics, can take advantage of economies of scale in the production of individual components such as microprocessors and memory chips. Regulatory. Host countries' regulations can inhibit globalization in several ways. A country can impose tariffs, set quotas for imports and exports, require foreign companies to enter into joint ventures with local companies, specify minimum content from local production, ban foreign investment outright, or fail to invest in regulatory and legal infrastructures. Indeed, regulatory factors—particularly countries' efforts to restrict imports or foreign investment—are among the biggest constraints to globalization in many industries today. Organizational. Three organizational factors can limit globalization for a company or an industry: internal management structures, incentive systems, and unionization. For example, offshoring in many U.S. companies has been slowed by midlevel managers' reluctance to give up some responsibility for the migrated positions. Companies must realign management incentives with global, not local, performance metrics, while still allowing for local innovation and risk taking. If companies lean too far toward either extreme, they are likely to miss some important opportunities to restructure and improve. Production, regulatory, and organizational forces evolve over time, and the full potential of globalization for companies and industries changes with the geopolitical and macroeconomic environment. The development of the General Agreement on Tariffs and Trade and the World Trade Organization, for instance, has enabled rapid growth in global trade for most manufacturing products and, more recently, for services. The decline in cargo costs due to standardization of containers and more efficient transport service has encouraged more companies to ship bulky products globally. GPS technology has allowed some companies to closely monitor their road freight and achieve better logistics control, enabling them to disaggregate their value chains. And the improved quality and radically reduced costs of international telecommunications have created the offshoring opportunities we cited earlier. How Global Is Your Industry? Escalating competition, steady trade liberalization, and the continual introduction of new technologies will increase the pressure on companies to globalize. Businesses that view the status quo as fixed and neglect to capitalize on emerging global opportunities will be blindsided; those that find ways around the obstacles and prepare for the next stages in their industries will win out. IKEA has pushed the envelope by creating a new business around low transportation costs. The modular design of its furniture (customer assembly is required for nearly all items) means IKEA can transport its goods worldwide much more cost-effectively than traditional furniture manufacturers can. Companies like IKEA shape and accelerate their industry's global evolution by identifying which of the barriers to globalization can be changed. Standardization is a critical part of globalization in many industries, but it has been resisted by some. Standards can penetrate an industry in two ways—companies can voluntarily adopt them, or governments can impose them. Consumer electronics was transformed when a critical mass of companies, driven by competition in the industry, voluntarily embraced standards. By contrast, it's been hard for manufacturers in the wireless handset business to achieve global economies of scale: Europe mandated the GSM standard, while Japan chose the PDC standard. And in the auto industry, there's been neither regulatory nor competitive pressure to increase standardization, despite the potential scale opportunities in components like windshield wipers and headlights.