Global competitive strategy:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge
Cambridge Univ. Press
2009
|
| Ausgabe: | 3. print. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 290 S. graph. Darst. |
| ISBN: | 9780521880817 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804140836089233408 |
|---|---|
| adam_text | Titel: Global competitive strategy
Autor: Spulber, Daniel F.
Jahr: 2009
Contents
List of figures page viii
List of tables ix
Preface xi
Acknowledgments xiv
Introduction: the global challenge l
Global competition 1
What is globalization? 4
Global opportunities 9
Global analysis and strategy 11
Overview 15
1 The global mosaic 16
The four costs of trade 17
The economic landscape: economic differences /between countries 25
The arbitrage principle 31
Overview 35
2 Global strategic analysis 37
Home country: recognize benefits and transcend limitations 40
Supplier countries: build global supply chains 44
Customer countries: create global markets and adapt to local market
segments 49
Partner countries: assemble a global team 53
Competitor countries: evaluate global and local competitive threats 60
Overview 66
3 Global competitive advantage 68
The global value connection 69
The five gains from trade 74
Maximizing global added value 79
Growth and value creation 83
Overview 90
4 Global competitive strategy 91
Global platform strategy: scale and variety 91
Global network strategy: coordinating comparative advantage 97
Global intermediary strategy: matchmaking and market making 105
Global entrepreneur strategy: creating new combinations and
businesses 113
Overview 119
5 Global investment strategy: choosing the best mix of transactions and
investment 120
Horizontal FDI 121
Vertical FDI 127
To outsource or to stay in-house? 129
Modes of entry 135
Overview 139
6 The global business organization 141
Divisions of the global business organization 141
Evolving organizational structures 147
Incorporating geographic divisions in the market-based organization 158
Conglomerates and holding companies 160
Overview ^j
7 Lenovo: entering global competition 169
Birth of a Legend , ™
Lenovo s domestic strategy , j^
International entry into China s computer market 180
Evolution of Lenovo s international strategy 105
The IBM acquisition q.
Overview
8 Cemex: making global markets 196
Cemex and the Mexican market for cement 196
Cemex s international expansion 197
The international cement industry 202
Cemex and international market making 208
Cemex s focus on customer service 213
Knowledge transfer in Cemex s organization 215
Overview 218
9 Dairy Farm: regional retail strategy 220
Dairy Farm and Hong Kong 221
Developing a regional focus in Asia 224
Customer countries 228
Global competitors 236
Overview 239
10 Danone: organizing for global competition 241
Company history 241
Restructuring Danone s organization 244
Managing Danone as an international business 247
Overview 252
Conclusion 254
Glossary 258
Notes and references 261
Index 284
Figures
1.1 The world is bumpy! Managers need to read the contours 6
1.2 The international business strategy Star Analysis for global
competitive advantage 13
2.1 The global business strategy Star Analysis for global competitive
advantage 38
3.1 The global value connection 70
3.2 Creating global value: choose country connections to maximize net
gains from trade 71
4.1 Supply-side networks: the global factory 103
4.2 Demand-side networks: the global store 104
4.3 Combining supply-side relationships and demand-side relationships
to form a global transaction network 105
4.4 Comparison of a point-to-point network with a transaction hub
offered by a global firm 106
6.1 The international business organization 143
6.2 The functional organization 149
6.3 Geographic structure of an international business 151
6.4 Hybrid international organization with separate international division 150
6.5 The product-based organization 152
6.6 The matrix organization 155
6.7 The international market-based organization with regional divisions 159
6.8 Holding company organizational structure for India s Tata Group 167
8.1 Cemex s corporate structure as of December 31, 2004 199
8.2 Tendencies for maximum kiln capacity, 1950-2010 204
8.3 Cemex s intermediation role in the value chain, by ownership, by
country type 2
10.1 Danone s first reorganization 246
10.2 Danone s organization with each business unit assuming global
responsibilities 249
Tables
1.1 Number of days needed to import goods, including prearrival
documents, port and terminal handling, customs, and inspections 21
1.2 Cargo inspections, by region 21
1.3 Documents and signatures needed for import restrictions for selected
countries with export restrictions 21
1.4 GDP per capita ranking, selected countries 26
1.5 Hourly compensation costs, in US dollars, for production workers in
manufacturing covering thirty countries or areas and selected
economic groups 29
1.6 McDonald s cashier or crew wages, Big Mac prices, and productivity 30
1.7 Number of US patents granted, by country of origin, in 2004, for top
twenty-five countries 32
1.8 The Technology balance of payments 33
1.9 Exports and imports of merchandise and services, in billion dollars, for
2004 35
1.10 Useful sources of data for the hands-on manager 36
3.1 Global manufacturing of toys: My First Tea Party Barbie 81
5.1 Four strategic options for vertical integration and location of activities 129
5.2 Modes of entry 136
7.1 China s imports and exports of computer equipment, 1997-2001
(Product group 752) 173
7.2 Selected market shares of PC suppliers in China, 1994-2003 174
7.3 PCs, Internet, and telephone usage in China, 1998 and 2001 178
7.4 Indicators of FDI to and from China, 1985-2003 181
7.5 The components for an IBM ThinkPad X31 that sells for $2,349 (2004) 192
8.1 Cemex, company operations at the close of 2004 200
8.2 The global industry s Big Three in 2004 207
9.1 Dairy Farm s retail chains and JVs, by location 229
10.1 Leading positions worldwide, by product category and country 251
|
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| spelling | Spulber, Daniel F. Verfasser (DE-588)139950680 aut Global competitive strategy Daniel F. Spulber 3. print. Cambridge Cambridge Univ. Press 2009 XIV, 290 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Unternehmen (DE-588)4061963-1 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Wettbewerbsstrategie (DE-588)4200234-5 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Wettbewerbsstrategie (DE-588)4200234-5 s DE-604 Unternehmen (DE-588)4061963-1 s Internationales Management (DE-588)4114040-0 s 2\p DE-604 Erscheint auch als Online-Ausgabe 978-0-511-84165-1 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018716295&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Spulber, Daniel F. Global competitive strategy Unternehmen (DE-588)4061963-1 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Internationales Management (DE-588)4114040-0 gnd |
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| title | Global competitive strategy |
| title_auth | Global competitive strategy |
| title_exact_search | Global competitive strategy |
| title_full | Global competitive strategy Daniel F. Spulber |
| title_fullStr | Global competitive strategy Daniel F. Spulber |
| title_full_unstemmed | Global competitive strategy Daniel F. Spulber |
| title_short | Global competitive strategy |
| title_sort | global competitive strategy |
| topic | Unternehmen (DE-588)4061963-1 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Internationales Management (DE-588)4114040-0 gnd |
| topic_facet | Unternehmen Multinationales Unternehmen Wettbewerbsstrategie Internationales Management Fallstudiensammlung |
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