Smart Globalization: Designing Global Strategies, Creating Global NetworksISBN: 978-0-7879-6532-7
Paperback
384 pages
March 2003, Jossey-Bass
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PART ONE: DESIGNING GLOBAL STRATEGIES.
1. Designing Global Strategies: Comparative and Competitive
Value-Added Chains (Bruce Kogut).
The key to developing a global strategy is identifying the
activities of the value chain that give the company its distinctive
competitive advantage and then using the differences in comparative
advantage across locations to enhance that advantage.
2. Global Strategy . . . in a World of Nations? (George
S. Yip).
Competitive advantage comes not just from expanding into many
locations but also from integrating across locations; however, the
pay-off from cross-border integration can vary across industries,
depending on the strength of the various drivers of
globalization.
3. Lean Production in an International Supply Chain
(David L. Levy).
Combining global sourcing with a lean production strategy requires
managers to focus attention on certain elements of lean production,
such as design-for-manufacture and strong quality efforts, while
relaxing other practices, such as zero inventory.
4. Prepare Your Company for Global Pricing (Das
Narayandas, John A. Quelch, and Gordon Swartz).
In order to create value from global pricing contracts, suppliers
need to proactively understand the potential benefits and the
potential risks for their customers as well as for themselves.
5. New Strategies in Emerging Markets (David J. Arnold
and John A. Quelch).
Local knowledge is particularly crucial in emerging markets where
such knowledge can help the global firm not only in penetrating
these markets but also in capitalizing on opportunities for
innovation and reverse learning.
6. Global Sustainability and the Creative Destruction of
Industries (Stuart L. Hart and Mark B. Milstein).
Building global advantage while pursuing sustainable development
requires the development of different strategies for the three
different types of markets: developed economies, emerging market
economies, and survival economies.
PART TWO: BUILDING AND MANAGING THE GLOBAL NETWORK.
7. Managing Across Borders: New Organizational Responses
(Christopher A. Bartlett and Sumantra Ghoshal).
Corporate headquarters can no longer control all interactions in a
hub-and-spoke mode but must move toward systems that coordinate
cross-unit networks and that elicit the cooperation of subsidiary
managersrather than ordering it.
8. Making Global Strategies Work (W. Chan Kim and
Renée A. Mauborgne).
Due process in global strategic decision-making can ensure that
subsidiary managers are more likely not only to comply but also to
follow through on both the spirit and the letter of decisions.
9. Subsidiary Initiatives to Develop New Markets (Julian
M. Birkinshaw and Joseph N. Fry).
In order for a multinational company to realize the potential for
innovation embedded in its internal dispersion and diversity,
corporate headquarters must encourage subsidiary managers to be
entrepreneurial.
10. Building an Effective Global Business Team (Vijay
Govindarajan and Anil K. Gupta).
Networks across subsidiaries are often built and managed through
global business teams. Building and managing such teams involves
three key challenges: defining the team charter, choosing team
members, and managing the team process.
11. Negotiating with “Romans” (Stephen E.
Weiss).
The choice of a negotiation strategy should depend not just on the
identity of the negotiator and the counterparts from the other
culture but also on mutual familiarity. A spirit of continuous
learningabout oneself and othersis central to
cultivating cross-cultural negotiating expertise.
12. Developing Leaders for the Global Frontier (Hal B.
Gregersen, Allen J. Morrison, and J. Stewart Black)
Global leaders are both born and made. The four personal
characteristics of effective global leaders are: unbridled
inquisitiveness, personal character, duality, and business and
organizational savvy.
The Authors.
Index.