Global strategy: Difference between revisions
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'' 'Estrategia global' '' como se define en términos de negocio es la guía estratégica de una organización para [[la globalización]]. Una estrategia global de sonido debe abordar estas cuestiones: lo que debe ser (en comparación con lo que es) el grado de presencia en el mercado en los principales mercados del mundo? ¿Cómo construir la presencia global necesaria? ¿Cuál debe ser Y (frente a lo que es) las ubicaciones óptimas de todo el mundo para las diversas actividades de la cadena de valor? Cómo ejecutar presencia global en una ventaja competitiva global? <Ref> Vijay Govindarajan y Anil K. Gupta 'La búsqueda de la dominación mundial: Transforming Presencia Global en Ventaja Competitiva Global' Jossey Bass. (2008). p. 20-21 </ ref> |
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La investigación académica sobre la estrategia global de la mayoría de edad durante la década de 1980, incluyendo el trabajo por [[Michael Porter]] y Christopher Bartlett y [[Sumantra Ghoshal]]. Entre las fuerzas percibidas para lograr la globalización de la competencia eran las convergencias entre los sistemas económicos y el cambio tecnológico, especialmente en tecnología de la información, que facilitaron y requieren la coordinación de la estrategia de una empresa multinacional a escala mundial. <Ref> Michael Porter (ed.) "La competencia en Global Industries Harvard Business School Press. (1986) </ ref> <ref name = "Christopher A 1989"> Christopher A. Bartlett y 'Gestión a través de las fronteras: la solución de la Delincuencia "Sumantra Ghoshal Harvard Business School Press. (1989) </ ref> |
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'''Global strategy''' as defined in business terms is an organization's strategic guide to [[globalization]]. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be AND (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? <ref>Vijay Govindarajan and Anil K. Gupta 'The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage' Jossey Bass. (2008). p. 20-21</ref> |
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Una estrategia global puede ser apropiado en industrias en las que las empresas se enfrentan a fuertes presiones para la reducción de costos, pero con presiones débiles de la capacidad de respuesta local. Por lo tanto, permite a estas empresas para vender un producto estandarizado en todo el mundo. Sin embargo, [de costos [fijo]] s ([[de capital (economía) | Capital]] equipos) son sustanciales. Sin embargo, estas empresas son capaces de aprovechar las economías de escala y los efectos [[curva experiencia]], ya que es capaz de producir en masa un producto estándar, que puede ser exportado (siempre que la demanda es mayor que los costos involucrados). |
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Academic research on global strategy came of age during the 1980s, including work by [[Michael Porter]] and Christopher Bartlett & [[Sumantra Ghoshal]]. Among the forces perceived to bring about the globalization of competition were convergences in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale.<ref>Michael Porter (ed.) 'Competition in Global Industries' Harvard Business School Press. (1986)</ref><ref name="Christopher A 1989">Christopher A. Bartlett and Sumantra Ghoshal 'Managing across Borders: The Transnational Solution' Harvard Business School Press. (1989)</ref> |
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A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, [[fixed cost]]s ([[capital (economics)|capital]] equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and [[experience curve effects]], because it is able to mass-produce a standard product, which can be exported (providing that demand is greater than the costs involved). |
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Estrategias globales requieren firmas a bien coordinar sus estrategias de producto y de precios en los mercados internacionales y ubicaciones, y por lo tanto las empresas que persiguen una estrategia global son típicamente muy centralizado. <Ref name = "Christopher A 1989" /> |
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Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.<ref name="Christopher A 1989"/> |
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Estrategia mundial implica pensar de manera integrada sobre todos los aspectos de un negocio a sus proveedores, centros de producción, los mercados y la competencia. Se trata de la evaluación de cada producto o servicio desde la perspectiva tanto de las normas nacionales e internacionales del mercado. Significa la incorporación de perspectivas internacionales en formulaciones de productos en el punto de diseño, no como ideas de último momento. Esto significa cumplir con los estándares mundiales, incluso antes de buscar los mercados mundiales y el ser de clase mundial, incluso en los mercados locales. Significa profundizar en la comprensión de la empresa de las diferencias locales y culturales con el fin de llegar a ser verdaderamente global. <Ref> Kanter, RM, y Dretler, TD (1998, noviembre). "Estrategia global" y su impacto en las operaciones locales. La Academia de la Dirección Ejecutiva, 12 (4), pp. 60-68. </ Ref> |
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Global strategy involves thinking in an integrated way about all aspects of a business-its suppliers, production sites, markets, and competition. It involves assessing every product or service from the perspective of both domestic and international market standards. It means embedding international perspectives in product formulations at the point of design, not as afterthoughts. It means meeting world standards even before seeking world markets and being world class even in local markets. It means deepening the company's understanding of local and cultural differences in order to become truly global. <ref>Kanter, R. M., & Dretler, T. D. (1998, November). "Global strategy" and its impact on local operations. The Academy of Management Executive , 12 (4), pp. 60-68. </ref> |
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== Referencias == |
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{{}} Reflist |
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==References== |
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<Ref> Kanter, RM, y Dretler, TD (1998, noviembre). "Estrategia global" y su impacto en las operaciones locales. La Academia de la Dirección Ejecutiva, 12 (4), pp. 60-68. </ Ref> |
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{{Reflist}} |
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<ref>Kanter, R. M., & Dretler, T. D. (1998, November). "Global strategy" and its impact on local operations. The Academy of Management Executive , 12 (4), pp. 60-68. </ref> |
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== Enlaces externos == |
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==External links== |
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[[Categoría: Economía de la Empresa]] |
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[[Categoría: organización empresarial global]] |
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[[Category:Business economics]] |
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[[Category:Global business organization]] |
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{{Globalización-stub}} |
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{{globalization-stub}} |
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[[Es: estrategia mundial]] |
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[[es:Estrategia global]] |
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Revision as of 02:50, 19 April 2015
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Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be AND (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? [1]
Academic research on global strategy came of age during the 1980s, including work by Michael Porter and Christopher Bartlett & Sumantra Ghoshal. Among the forces perceived to bring about the globalization of competition were convergences in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale.[2][3]
A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, fixed costs (capital equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and experience curve effects, because it is able to mass-produce a standard product, which can be exported (providing that demand is greater than the costs involved).
Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.[3]
Global strategy involves thinking in an integrated way about all aspects of a business-its suppliers, production sites, markets, and competition. It involves assessing every product or service from the perspective of both domestic and international market standards. It means embedding international perspectives in product formulations at the point of design, not as afterthoughts. It means meeting world standards even before seeking world markets and being world class even in local markets. It means deepening the company's understanding of local and cultural differences in order to become truly global. [4]
References
- ^ Vijay Govindarajan and Anil K. Gupta 'The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage' Jossey Bass. (2008). p. 20-21
- ^ Michael Porter (ed.) 'Competition in Global Industries' Harvard Business School Press. (1986)
- ^ a b Christopher A. Bartlett and Sumantra Ghoshal 'Managing across Borders: The Transnational Solution' Harvard Business School Press. (1989)
- ^ Kanter, R. M., & Dretler, T. D. (1998, November). "Global strategy" and its impact on local operations. The Academy of Management Executive , 12 (4), pp. 60-68.
External links
 | This globalization-related article is a stub. You can help Wikipedia by expanding it. |
- ^ Kanter, R. M., & Dretler, T. D. (1998, November). "Global strategy" and its impact on local operations. The Academy of Management Executive , 12 (4), pp. 60-68.