000			03260nam a2200361 i 4500
001			42733
003			BD-DhAAL
005			20240626131950.0
008			240626t2018 maua b 001 0 eng d
010			_a 2017051986
020			_a9781633696068
040			_aMH/DLC _beng _cMH _erda _dDLC _dBD-DhAAL
042			_apcc
050	0	0	_aHD62.4 _b.G474 2018
082	0	0	_a658.4012 _223
100	1		_aGhemawat, Pankaj, _eauthor. _956596
245	1	0	_aRedefining global strategy : _bcrossing borders in a world where differences still matter / _cPankaj Ghemawat.
246			_aRedefining global strategy
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c2018.
300			_axv, 260 pages : _billustrations ; _c25 cm.
500			_a"With a new introduction"--Title page.
504			_aIncludes bibliographical references and index.
505	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.
520			_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.--
526			_aBBS
650		0	_aInternational business enterprises _xManagement.
650		0	_aStrategic planning.
650		0	_aIntercultural communication.
650		0	_aBusiness.
852			_aAyesha Abed Library _cGeneral Stacks
942			_2ddc _cBK
999			_c46747 _d46747