This book looks at the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. We define crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage.
The globalization of the competitive landscape has forced companies to fundamentally rethink their strategies. Whereas once only a few industries such as oil could be labeled truly global, today many-from pharmaceuticals to aircraft to computers-have become global in scale and scope. As a consequence, creating a global competitive advantage has become a key strategic issue for many companies. Crafting a global strategy requires making decisions about which strategy elements can and should be globalized and to what extent.
Global Business Strategy looks at the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The authors demonstrate how a company should change and adapt its domestic business model to achieve a competitive advantage as it expands globally. Our framework includes a company’s business model, the strategic decisions a company needs to make as it globalizes its operations, and globalization strategies for creating a competitive advantage. A business model has four principal dimensions: market participation, the value proposition, the supply chain infrastructure, and its management model.
Globalization has been a key force in the development of business in recent decades. But with nationalism on the rise in Europe, the United States and elsewhere, the future of global trade and international business has been thrown into doubt. In this new and challenging context, innovative companies have the opportunity not only to find new ways to operate across borders, but also to help forge a new system of relations between people of different nationalities and cultures. This book features a collection of case studies that illustrate how companies from different corners of the globe are succeeding in reaching out to distant customers, stakeholders and partners. It features inspiring examples of leaders who are actively developing imaginative ways to connect across continents. It is a vital reference tool for companies that plan to continue operating globally or to expand their international presence. A clarion call for the renewed relevance and importance of globalized business, this book suggests a future where companies can contribute positively to achieving sustainable growth and a fairer distribution of wealth across the globe.
A central theme to the text is in fact that the commercial process is central to the human condition. The onus to exchange, the bartering of the fruits of one's labor, achieved by physical work or applied knowledge, with another is the natural condition of humankind. It separates us from all other species on earth and underscores humankind's desire to reach out and touch - integrate with others. Such natural process, the trade initiative, is the root of modern globalization. It is also the prime contributor to the development of civilization and has provided the world with a continuing component that sustains progress and improves life. Given this consideration, the business system, and the institutions created to utilize it, have continued to live up to its influential heritage as a central tool in societal progression; although like most human endeavors it is fought with mistakes and errors - it is not perfect. Acquainting students and managers with their heritage sets the stage for the next act in the never ending commercial process. The trading activity, although always beset with stumbling blocks, has always strived to live up to its human promise to make the world a unified better place. Such a goal should not be forgotten and students as well as managers need to reflect on their wider role - providing the golden thread in the continuing tapestry of a global integrated civilization. The commercial process is not just about wealth accumulation or profit and loss; it is ingrained with social progression and the changes over time. Today's business student must see the world on a wider horizon, appreciate and understand the richness of the role their commercial ancestors played in shaping the world if they are to be properly educated on the position and responsibilities they will be required to fulfill in the business of the future.
If you are a professional interested in reorganizing or restructuring your higher education or postsecondary institutions, youll need this book. Inside, the author smartly examines the needs of learners in the 21st century, the rise of for-profit highereducation institutions, and the technological innovations impacting postsecondary education. Kazeroony provides examples of administrative processes and how to satisfy regulatory agencies standards to take advantage of a particular marketing niche for attracting students. He addresses the changing environment of higher education, the administrative structure, challenges, and the requirements for successful execution of start-up operations or changing strategies for existing institutions, as well as provides a summary of findings and additional recommendations.
: Information is power in supply chain operations, negotiations, continuous improvement programs, and process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into improvement of bottom line results. The development and effective use of cost modeling as a method to understand the cost of products, services, and processes can help drive improvements in the quality and timeliness of decision making. In the supply chain community an understanding of the actual cost structures of products and services, whether with new or non-partner suppliers, can facilitate fact-based discussions which are more likely to result in agreements that are competitively priced and with fair margins. Further, accurate cost models which are cooperatively developed between supply chain partners can form the basis for joint efforts to reduce non-value-added costs and provide additional focus towards operational improvement. While many organizations feel confident they have an understanding of the cost structure for products and services produced internally, cost modeling often uncovers areas where significant cost improvement can be obtained. Cost of quality is a particular type of internal cost model that analyzes the true costs associated with the production of less than perfect products and services. The development of a cost of quality model can provide insight into how products or services of higher quality can be produced at lower cost. This book provides the business student or professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions and the identification of opportunities for internal process improvement projects. The creation and use of external cost models are discussed providing insight into how their use can drive collaborative improvement efforts among supply chain partners, better prepare for price negotiations, and keep negotiations focused on facts rather than emotions--all while allowing for future discussions with preferred suppliers to focus on more strategic and operational improvement initiatives, and less on pricing. A number of detailed cost model examples are provided to educate on both how cost models are constructed, and to demonstrate how they have been effectively deployed
International management and cultural diversity -- Sustainable development and business sustainability -- University governance and management -- Knowledge-based organization, intellectual capital, information and management documents -- Entrepreneurship, social enterprise and smes -- Leadership and human resources management -- Management of change, innovation and quality.
Given that communication is the lifeblood of an organization, managerial leaders need to understand how to use communication strategies to build their teams to achieve organizational objectives. Studies repeatedly point to the impact communication skills have on the ability of managerial leaders to succeed or fail. Too often individuals move into managerial leadership roles without awareness of the need to improve their communication skills. These individuals may be subject matter experts whose technical skills allowed them to succeed as individual team members, but when placed in managerial leadership roles, they fail because they lacked the relationship building skills needed to foster teamwork. Therefore, this book provides the communication principles that are so critical for today's managerial leader. It builds a solid foundation while it guides readers in strategies to enhance their written, oral, and interpersonal communication skills. Most research has stated, and the author has found true in her own managerial leadership roles, a leader spends the majority of his or her day interacting with others. As managerial leaders, individuals face many challenging situations such as determining how to inspire a shared vision about goals and objectives, building trust within their unit, listening with an open mind, giving feedback, and encouraging collaboration, to name a few. The focus switches for the managerial leader from doing things to leading others. Therefore, this book is for anyone who currently serves as a managerial leader or for anyone who desires to manage and lead others. Most managerial communication books focus on the important written and oral communication skills. While the author believes these skills are critically important, she found in her role, as a managerial leader, she devoted the majority of her time to interpersonal communication. Leaders need to build teams and to maintain relationships with all stakeholders. The best way to make that happen is through skills such as listening, asking questions, and giving feedback. Therefore, this book includes an emphasis on interpersonal communication. As Chris M. Martin stated in a recent article, "The ability to communicate effectively may be the number one management quality." Therefore, this book will raise awareness relative to oral, written, and interpersonal communication skills so that individuals can become better managerial leaders.
The purpose of this book is to provide readers with an introductory overview of family business, the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. There are several key audiences: As a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, or family studies. Members of family businesses will benefit from the book as an introduction to the unique nature of family businesses. Professional advisors to family firms such as accountants, attorneys, bankers, insurance providers, and financial services professionals may develop a better understanding of their clients. Suppliers to family businesses will gain insight to this important business customer. Much of the literature on family business is from the United States; an attempt has been made to present relevant international information, as well. Chapter one defines a family business and provides an overview of family business. Chapter two explores the many differences between a family owned business and a nonfamily owned business. Chapter three explores the major family business theories. Chapter four discusses how family firms make business decisions. Chapter five explores the significant issues prevalent in a family firm. Chapter six explores the most problematic issue in family firms: succession or the transfer of ownership to the next generation. Chapter seven explores the many differences among the generations of a family firm. Chapter eight presents information on family business strategic planning. Chapter nine focuses on effective family business governance and use of advisors and boards. Chapter ten explores key success tips for long lasting family firms. Chapter eleven discusses trends in family business. Chapter twelve contains key points for family business professionals and suppliers who target or service family firms. Chapter thirteen presents areas for future research to advance the study of family business.
