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240626t2018 maua b 001 0 eng d |
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|a 2017051986
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|a 9781633696068
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|a MH/DLC
|b eng
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|a HD62.4
|b .G474 2018
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|a 658.4012
|2 23
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1 |
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|a Ghemawat, Pankaj,
|e author.
|9 56596
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| 245 |
1 |
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|a Redefining global strategy :
|b crossing borders in a world where differences still matter /
|c Pankaj Ghemawat.
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| 246 |
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|a Redefining global strategy
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| 264 |
|
1 |
|a Boston, Massachusetts :
|b Harvard Business Review Press,
|c 2018.
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| 300 |
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|a xv, 260 pages :
|b illustrations ;
|c 25 cm.
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| 500 |
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|a "With a new introduction"--Title page.
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| 504 |
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|a Includes bibliographical references and index.
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|a Part one. Value in a world of differences: Semiglobalization and strategy -- Differences across countries--The CAGE distance framework--Global value creation--The adding value scorecard--Part two. Strategies for global value creation: Adaptation--Adjusting to differences--Aggregation--Overcoming differences--Arbitrage--Exploiting differences--Playing the differences--The AAA triangle--Toward a better future--Getting started.
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|a Why do so many global strategies fail--despite 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, with a New Introduction. Most economic activity--including direct investment, tourism, and communication--happens locally, not internationally. In this "semi-globalized" world, one-size-fits-all strategies don't stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how--by 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; and 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 differences--as 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.--
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42741, 42742, 42743, 42744, 42745, 42746, 42747.
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|a International business enterprises
|x Management.
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|a Strategic planning.
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|a Intercultural communication.
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