Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010207328 | HD30.28 S69 2007 | Open Access Book | Book | Searching... |
Searching... | 30000010079775 | HD30.28 S69 2007 | Open Access Book | Book | Searching... |
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Summary
Summary
Globalization has fundamentally changed the game of business. Strategic frameworks developed for the analysis of purely domestic business necessarily fall short in the international business context. Managers and business students require alternative approaches to understand and cope with these far-reaching changes. We must learn to think globally in order to succeed. Global Competitive Strategy shows how we can do this by providing a unique set of strategic tools for international business. Such tools include the 'star analysis' that allows strategy makers to integrate geographic information with market information about the global business environment. Also introduced is the 'global value connection' that shows managers how to account for the gains from trade and the costs of trade. Aimed at MBA students taking courses in international strategy, consultants and practising managers with responsibility for strategic development, this 2007 book offers a comprehensive strategic framework for gaining competitive advantage in the global marketplace.
Reviews 1
Choice Review
The CEO of automobile part maker Delphi noted that its US labor costs were $65 per hour, while comparable labor in China was available at a mere $3 per hour. The fast changing economics in an increasingly global marketplace put companies such as Delphi in such a bind that they were either forced to declare bankruptcy (the fate that befell Delphi) or to rethink fundamentally how they should compete. In this book, Spulber (Kellogg School of Management, Northwestern Univ.), a well-known academic, provides practical strategies that companies can use to navigate the turbulent waters of global competition. Using sound empirical support from a number of academic research studies as well as detailed case studies of companies such as China's Lenovo, Mexico's Cemex, and France's Danone, the author identifies five choices available to CEOs of global companies. Referred to as the "G5" strategies, these strategies run the gamut from acting as an intermediary to using a uniform product strategy throughout the globe (the Global Platform alternative). Spulber digs deep into the organizational competencies required to successfully implement each of these strategies. While oriented to a MBA course on corporate strategy, there are enough practical gems in the book to appeal to practitioners. Summing Up: Recommended. Researchers, faculty, and professionals. R. Subramanian Montclair State University
