REDEFINING GLOBAL STRATEGY: CROSSING BORDERS IN A WORLD WHERE DIFFERENCES STILL MATTER
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 strategy.
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