Redefining Global Strategy
Crossing Borders in a World Where Differences Still Matter
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How should executives take their business across borders successfully? Traditionally, too many companies have tried to decide between a "one strategy fits all" approach and customizing their strategy to every individual local market. But neither of these strategic approaches is sustainable. In formulating their global strategy, executives repeatedly fail to address the reality of a world that has many types of distance - not merely geographic distance, but also deep cultural, administrative, and economic gaps - that apply uniquely to each market. This book presents the tools that executives need to recognize these differences, and construct a comprehensive and sustainable global strategy that builds on them. It shows how to create value when crossing borders by effectively combining elements of aggregation, adaptation, and arbitrage to improve competitive position and pursue global opportunities profitably. Ghemawat makes the stakes clear by providing powerful in depth examples of businesses across the world that have found (and failed to find) the right strategic mix to sustain international growth. Immediately applicable to any business that must compete across borders, this promises to be the definitive book on global strategy for decades to come.
Why do so many global strategies faildespite companies' powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, flat" 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 activityincluding direct investment, tourism, and communicationhappens locally, not internationally.
In this semiglobalized" world, one-size-fits-all strategies don't stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you howby providing tools for:
- Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.
- Tracking the implications of particular border-crossing moves for your company's ability to create value.
- 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 & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differencesas 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.
But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy . Most economic activityincluding direct investment, tourism, and communicationhappens locally, not internationally.
In this semiglobalized" world, one-size-fits-all strategies don't stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you howby providing tools for:
- Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.
- Tracking the implications of particular border-crossing moves for your company's ability to create value.
- 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 & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differencesas 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.
Frankfurter Allgemeine Zeitung | Besprechung von 28.01.2008Andere Kunden interessierten sich für
