9 - Global Strategies, Win11

9 - Global Strategies, Win11 - Global Strategies and Global...

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Global Strategies and Global Session 9 Prof. Robb Jensen
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“When managers hear about the broad strategies the most common response is ‘let’s do all three.’ But it’s not that simple. There are tensions and tradeoffs between them. Business leaders must figure out which elements meet their companies needs and prioritize.”
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Global Strategies Comparison Adaptation Aggregation Arbitrage Competitive Advantage Achieve local relevance through national focus while achieving some economies of scale Achieve scale and scope economies through international standardization Achieve absolute economies through international specialization Configuration Mainly in foreign countries that are similar to home base (limit effects of distance) In a more diverse set of countries (exploit distance) Coordination By country (emphasis on local presence) By business, region, or customer with emphasis on horizontal relationships for cross-border economies of scale By function, with emphasis on vertical relationships, even across org. boundaries
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Global Strategies Comparison Adaptation Aggregation Arbitrage Controls Excessive variety or complexity Excessive standardization Narrowing spreads Change Blockers Entrenched country chiefs All-powerful unit, regional, or account heads Heads of key functions Corporate Diplomacy Address issues of concern with discretion, emphasis on cultivating local presence Avoid appearance of homogeneity or hegemonism (especially if US firm) Address exploitation or displacement of suppliers, channels, or intermediaries Corporate Strategy Scope selection Variation Decentralization Partitioning Modularization Flexibility Partnership Recombination Innovation Regions and other country groupings Product or business Function Platform Competence Client Industry Exploiting Distance
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Medical Imaging
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9 - Global Strategies, Win11 - Global Strategies and Global...

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