000			03034cam a2200277 i 4500
003			MIUC
005			20211028081500.0
008			212028s2018 maua b 001 0 eng c
020			_a9781633696068 _q(hardcover : alk. paper)
040			_aMH/DLC _beng _cMH _erda _dDLC _dMIUC
082	0	0	_a658.4012 _223
100	1		_aGhemawat, Pankaj _eauthor _95457
245	1	0	_aRedefining global strategy : _bcrossing borders in a world where differences still matter / _cPankaj Ghemawat.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2018].
300			_axv, 260 pages : _billustrations ; _c25 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0		_aPart one. Value in a world of differences -- 1. Semiglobalization and strategy -- 2. Differences across countries. The CAGE distance framework -- 3. Global value creation. The adding value scorecard -- Part two. Strategies for global value creation: 4. Adaptation. Adjusting to differences -- 5. Aggregation. Overcoming differences -- 6. Arbitrage. Exploiting differences -- 7. Playing the differences. The AAA triangle -- 8. 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.-- _cProvided by publisher
650		0	_aInternational business enterprises _xManagement _9233
650		0	_aStrategic planning _9877
650		0	_aIntercultural communication _9133
942			_2ddc _cBK