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".
Most economic activity - including direct investment, tourism, and
communication - happens 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 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.
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
Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global
Strategy at IESE Business School in Barcelona and the Jaime and
Josefina Chua Tiampo Professor on leave at Harvard Business
School. His Harvard Business Review article Regional Strategies for
Global Leadership won the McKinsey Award in 2005.
Josefina Chua Tiampo工商管理教授。