03062nam a2200325 i 450000100060000000300090000600500170001500800410003201000170007302000180009004000400010804200080014805000230015608200170017910000310019624501130022724600310034026400670037130000450043850000430048350400510052650504330057752015550101052600080256565000520257365000240262565000330264965000140268285200400269642733BD-DhAAL20240626131950.0240626t2018    maua     b    001 0 eng d  a  2017051986  a9781633696068  aMH/DLCbengcMHerdadDLCdBD-DhAAL  apcc00aHD62.4b.G474 201800a658.40122231 aGhemawat, Pankaj,eauthor.10aRedefining global strategy :bcrossing borders in a world where differences still matter /cPankaj Ghemawat.  aRedefining global strategy 1aBoston, Massachusetts :bHarvard Business Review Press,c2018.  axv, 260 pages :billustrations ;c25 cm.  a"With a new introduction"--Title page.  aIncludes bibliographical references and index.0 aPart one. Value in a world of differences: Semiglobalization and strategy -- Differences across countries--The CAGE distance framework--Global value creation--The adding value scorecard--Part two. Strategies for global value creation: Adaptation--Adjusting to differences--Aggregation--Overcoming differences--Arbitrage--Exploiting differences--Playing the differences--The AAA triangle--Toward a better future--Getting started.  aWhy 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, with a New Introduction. Most economic activity--including direct investment, tourism, and communication--happens locally, not internationally. In this "semi-globalized" 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; and 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.--  aBBS 0aInternational business enterprisesxManagement. 0aStrategic planning. 0aIntercultural communication. 0aBusiness.  aAyesha Abed LibrarycGeneral Stacks