While Thomas Friedman has warned that “the world is flat,” Pankaj Ghemawat’s suprising research shows that internationalization of most economic activities is still only 10% rather than 100%.
In REDEFINING GLOBAL STRATEGY (Harvard Business School Press; September 27, 2007), Ghemawat reveals that no “world without borders” is on the horizon and that companies will never succeed with a one-size-fits-all approach.
Publication Date: Sep 27, 2007
Availability: In Stock
Author(s): Pankaj Ghemawat
Type: HBS Press Book
Product Number: 8665
Language: English
Length: 288p
Ghemawat recounts the successes and failures of global strategies from such companies as IBM, Murdoch’s News Corp., Zara, Procter & Gamble, Dell, L’Oreal, Yum! Brands, Lego, Eli Lilly, Whirlpool and others, exploring such perplexing questions as:
Why from the beginning it should have been clear that the costs would outweigh the benefits of the Daimler Chrysler merger.
Why most of Wal-Mart’s foreign operations remain unprofitable
Why Google has only 28% of the search market in Russia
Why Coca-Cola’s wide range of aggressive global strategies in the last decades have failed to stimulate growth
How a regionalization strategy propelled Toyota toward becoming the number one global automaker
How Philips lost its way by overdoing its response to national differences
Why GE established regional headquarters in 2003 after resisting this structure for decades—while IBM has moved in the opposite direction
How KFC is aiming to become as ubiquitous in China as McDonalds is in the U.S.
How Starbucks managed to transform global markets while Microsoft must reluctantly transform itself to adapt to the Chinese market
To succeed in the global marketplace, REDEFINING GLOBAL STRATEGY advises:
1) Determine which international differences—cultural, administrative, geographic, and economic—will most strongly influence your industry, and categorize foreign countries into those that are close to your home base along these key dimensions versus those that are far.
2) Analyze why you want to enter global markets and whether or not volume, growth, and scale economies will actually add up to greater value creation.
3) Be more creative in stretching your responses to national differences beyond tweaking your domestic business model—and also consider ways to profit from differences, instead of treating them all as constraints on value creation.
Pankaj Ghemawat, Ph.D. is the Anselmo Rubiralta Professor of Global Strategy at IESE Business School in Barcelona and the Jaime and Josefina Chua Tiampo Professor of Business Administration (on leave) at the Harvard Business School. He has also been a consultant with McKinsey & Company. In 1991, he was appointed the youngest full professor in the history of Harvard Business School. He has written for The Wall Street Journal and The New York Times and one of his bestselling Harvard Business Review articles won the McKinsey Award for the best article published in 2005. He has been featured in Harvard Business School's Faculty Seminar Series: "Great Ideas from Business Thought Leaders." For more information please visit: www.ghemawat.org.
With illuminating examples, rigorously researched data, and reality-based trategies, Ghemawat provides the tools for companies to assess national differences, and to adapt, overcome and exploit them for superior global performance.
“Pankaj Ghemawat is one of those rare individuals who combines world class scholarship with a deep knowledge of business practice. Redefining Global Strategy tackles the crucial balance between local and global that will often define success in an increasingly globalized world economy.”
-- Michael E. Porter, Harvard University and author of Competitive Strategy
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