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 Strategy: Competing in the Connected Economy details how firms enter, compete and grow in foreign markets. Jain moves away from the traditional focus on developed countries and their multinational enterprises, instead focusing on both developed and emerging economies, as well as their interaction in an increasingly connected world. As the current global business environment is increasingly shaped—and connected—by faster technological developments, geopolitical forces, emerging economies, and new multinationals from those economies, this highly charged dynamic provides rich opportunity to revisit mainstream paradigms in globalization, innovation, and global strategy. The book rises to the challenge, exploring new competitive phenomena, new business models, and new strategies. Rich illustrations, real-world examples, and case data, provide students and executives with the insights necessary to connect, compete, and grow in a globalized business environment. This bold book succinctly covers strategy models and implementation for a range of global players, providing students of strategy and international business with a rich understanding of the contemporary business environment. For access to additional materials, including Powerpoint slides, a list of suggested cases, and sample syllabus, please contact Vinod Jain ([email protected]).
This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The case studies featured here focus on Asia, including China and India, and use examples of Japanese manufacturers. Five case studies are provided, including Hitachi Construction Machinery and Shiseido in China and Maruti Suzuki in India. These cases facilitate the reader’s understanding of the business environments in emerging economies. This volume is especially recommended for business people responsible for international business development, particularly in China and India. In addition, the book serves as a useful resource for students in graduate-level courses in international management.
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.
Global service-based firms are often 'born global,' and these organizations have developed integrated global strategies based on industry relationships, in order to thrive in new environments. Focusing on these global strategies, this textbook explores the workings of modern service businesses, presenting theoretical management concepts alongside illustrative examples. Original case studies from a range of global sectors, including Starbucks and Facebook, as well as broader studies, such as healthcare in Japan, provide practical insights into the art of thriving as a global business. Written by a leading expert in the field, this multidisciplinary text is a vital read for all scholars and students wishing to view strategic relationships from the focal point of service industries.
The acceleration of globalization and the growth of emerging economies present significant opportunities for business expansion. One of the quickest ways to achieve effective international expansion is by leveraging the web. This book provides a comprehensive, non-technical guide to leveraging website localization strategies for global e-commerce success.
This concise, practical textbook clearly explains how to go about developing and implementing a global strategy for any organization, from Born Global start-ups, to more established large companies struggling to manage their global extensions, to nonprofits including non-governmental organizations (NGOs) and charities. Written clearly and concisely, this volume brings together multiple tools, models and frameworks into one resource to guide a successful global strategy development and implementation process. Issues covered include: • Internal and external environmental analyses; • Cross-cultural communication; • Structural considerations; • Leadership and motivation; • Foreign market entry, mergers, alliances and acquisitions. Upper-level undergraduate and postgraduate students of global business will appreciate this accessible guide to a highly complex endeavor, as will practicing managers in global organizations seeking a ready reference. Instructors will also value the outline of a semester-long project keyed to the book, developed and tested by the author.
This insightful monograph explodes some of the myths introduced by well-known business consultants and by strategic planning academics and replaces myth with comprehensive model of business strategies that is a applicable to the contemporary marketplace where international trade and competitiveness are issues of critical concern. Today's American businesses are challenged both at home and abroad in market battles that frequently threaten the survival of entire domestic industries. In Strategies in Global Industries, Morrison develops a comprehensive model of business strategies that is a prescription for increasing the competitiveness of U.S. companies. He argues that many U.S. firms misperceive global industry opportunities and, as a consequence, pursue strategies that may suboptimize performance. Indeed, Morrison found little evidence that U.S. businesses are actually competitive on a global scale. Results of his study of 115 global U.S. companies that have annual average sales of over $900 million form the basis for his groundbreaking conclusions that will have wide applicability to global concerns. The study's conceptual foundation consists of an integration of the contingency perspective of strategic management and the industry organization perspective of the business's context. These two perspectives are vital to an in-depth understanding of the relationship between business strategy and performance in global industries. Four appendixes detail the survey instrument and SIC Code-related data. Twenty-six figures graphically display information relating to strategy classification, research methodology, global industries, key business unit characteristics, strategy types and dimensions in global industries, and more. An important contribution to the vital study of U.S. competitiveness on a global scale, the volume offers many, fact-based new insights into ways to foster and improve the competitiveness of U.S. companies.
Globalization has fundamentally changed the game of business. Strategic frameworks developed for the analysis of purely domestic business necessarily fall short in the international business context. Managers and business students require alternative approaches to understand and cope with these far-reaching changes. We must learn to think globally in order to succeed. Global Competitive Strategy shows how we can do this by providing a unique set of strategic tools for international business. Such tools include the 'star analysis' that allows strategy makers to integrate geographic information with market information about the global business environment. Also introduced is the 'global value connection' that shows managers how to account for the gains from trade and the costs of trade. Aimed at MBA students taking courses in international strategy, consultants and practising managers with responsibility for strategic development, this 2007 book offers a comprehensive strategic framework for gaining competitive advantage in the global marketplace.
