Why do so many global strategies failadespite companiesa powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, aflata world, and the allure of similarities, firms launch one-size-fits-all strategies. But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activityaincluding direct investment, tourism, and communicationahappens locally, not internationally. In this asemiglobalizeda world, one-size-fits-all strategies donat stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you howaby providing tools for: Am Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention. Am Tracking the implications of particular border-crossing moves for your companyas ability to create value. Am Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives. In-depth examples reveal how companies such as Cemex, Toyota, Procter a Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differencesaas well as how other well-known companies have failed at this challenge. Crucial for any business competing across borders, this book will transform the way you approach global strategy.This figure reached nearly 15 percent by 1990, almost 30 percent by 1995, and 46 percent by 2006aa fundamental change that led to major shifts in regional emphasis. ... Phase 4 overlaps with phase 3 and has seen (further) promotion of global carsathe Corolla, Camry, Yaris, and ... Thus, Toyotaa#39;s global pickup truck project funnels common engines and manual transmissions from Asian plants to fouranbsp;...
|Title||:||Redefining Global Strategy|
|Publisher||:||Harvard Business Press - 2013-12-30|