Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter

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Binding: Hardcover Dewey Decimal Number: 658.4012 EAN: 9781591398660 ISBN: 1591398665 Label: Harvard Business School Press Manufacturer: Harvard Business School Press Number Of Items: 1 Number Of Pages: 304 Publication Date: 2007-09-27 Publisher: Harvard Business School Press Release Date: 2007-09-27 Studio: Harvard Business School Press
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Spotlight customer reviews: Customer Rating: Summary: Redefining Global Strategy Comment: Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter It's a good book, which explores an updated subject using objetive points of view and very good examples. Beside that, it matchs with real business experience to put it in practice. Customer Rating: Summary: Good Concept, But ... Comment: Pankaj Ghemawat is a bright academic, and he has picked a fine topic to debate. Leaves no doubt about that every lingustic, racial and geographic grouping of people needs a different business approach ... very solid examples ... but this book lacks a lucid and clear writing style that characterizes other books on globalisation like "The World Is Flat," by Thomas Friedman and "Making Globalisation Work," by Joseph Stiglitz. The writer quite often gets the reader lost with the academic jargon and circumlocuted emphasis ... bit nevertheless a gem of a book on the topic. Customer Rating: Summary: State of the art book on global strategy Comment: Many books on the maket explain issues concerning globalisation, corporate strategy and the like. Most of them are focused on key figures and market evolution. But none of the ones I have readen explain: - How to analyse the benefits/risks of a possible globalisation (CAGE) - Which tools you have to set whether it is suitable to go to a globalisation (ADDING) - And finally, how to act (AAA). OKs - Good book if you want to expand your business. - Methodological approach. - Nice written. KOs - Difficult to implement. In fact, though there are several examples, it lacks of a global example, and the figures according to the approach (ROE, ROA, valuation,...). - I'm in the banking business, and there are few examples of banks in the book. - I think the book doesn't define what does 'boundaries' mean. It's clear that 'boundaries' apply when you want to go from Spain to China. But does it apply in an internal movement among different cultures and legislations (for example, from NYC to Hawaii)? In all cases?? How do I have to know when the 'boundaries' term is gonna being applied? Customer Rating: Summary: The best book for those looking to make real and informed decisions Comment: Redefining Global Strategy (RGS) reminds us that conventional wisdom is often falls apart in the clear light of analysis and research. This is an excellent book for those looking to understand the realities of global strategy and operations. Based on extensive research and deep case study analysis, Pankaj Ghemawat delivers a book leaders need to make real decisions. Ghemawat starts with reminding us that the world has changed as commuincations, information technology and global logistics have created new opportunities for companies. He then reminds us that just because you can extend your company to Asia it does not mean that those markets are the same as yours. Ghemawat introduces and uses his CAGE framework through out the book to good effect. CAGE is a framework based on distance and expresses distance in the following ways: Cultural distance - how different are the cultures in which you are looking to devise and implement a strategy Administrative distance - the distance between standard policies, frameworks, the rule of law, business norms. We frequently brush past this type of distance but Ghemawat shows how important it is. Geographic distance - how far apart or how hard it is to do business between your corporate center and the local market. That last point is particularly important as you may have a local plant but your decision center is the place to measure this distance. Economic distance - the payment, financial and growth and development gaps that exist between countries and companies. Ghemawat uses these distances to explain the results achieved by leading companies ranging from Phillips, Coca-cola and Wal-Mart. The in depth analysis provides the real world examples needed to inform those setting global strategies. That in depth analysis also makes this a book for people looking for real insight and data that they will have to work to understand. This means if you are looking for a light read, one that will not challenge your thinking and one that is easy to agree with - this is not the book for your. In fact the research and the depth behind these ideas require some reflection and study to get the most out of the book. Redefining Global Strategy is not breezy book that you can read to gain a few buzz words or slogans for your strategy. It is the best bridge between good and practical scholarly research and application of that to business decision. Clayton Christensen once commented that there was a need for more rigor, research and analysis in business books and literature. Ghemawat delivers on all of these counts. Customer Rating: Summary: The Best book on Global Strategy So far!!! Comment: For those readers who are not familiar with Prof. Ghemawat works but are involved in business operation expansion via internationalization, ABSOLUTELY this is the right book for you. I go so far that recommend holding your choice of expansion until you and your management team finish reading this book. The whole content of the book is so well bind together and is so coherent that you have to just follow the steps and make a map of your plan with recommended below tools: 1. AAA Triangle ( Adaptation, Aggregation, and Arbitrage ): These describe what right mode of your expansion is; depend on type of your business and nature of competitors and market conditions. 2. CAGE ( Culture, Administration or politics, Geography, Economics) tool to analyze either the nature of countries you would like to enter or nature of industries in the country that you would like to enter. 3. Finally make a map of your plan for decision making by ranking your choices through using "ADDING ( Add volume or growth, Decrease costs, Differentiation, improving industry attractiveness, Normalizing risk and Generate knowledge) value score. This tool will clarify for you and your organization: what is/are the drivers for your company to expand. Having been involved in B2B international business over 17 years, I recommend to use first the "ADDING" tool and then move to "AAA triangle" and then analyze and priorities your choices through using "CAGE" tool. So many thanks to Prof. Ghemawat who really described and explained the SEMIGLOBALISATION and then also explain how to thrive in this world by first describing the above tools and then explicitly showing the application of these tools in business such as car industry ( Toyota), Cement Industry ( Cemex), Retail industry ( WAl Mart), Health care ( P&G), IT industry (IBM), Software services ( Cognizant), Coca-cola and several others. 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Editorial Reviews: 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.