Global strategy: Difference between revisions
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[[Estrategia Global]] |
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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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Se define en el mundo de los negocios como el camino estratégico de las organizaciones hacia la Globalización. Una estrategia global debe seguir las siguientes preguntas: “¿Cuál debe de ser la presencia en los mercados más grandes del mundo?; ¿Cómo construir la presencia mundial necesaria?; ¿Cuáles deben de ser las localidades óptimas alrededor del mundo para las distintas actividades de la cadena de valor?; ¿Cómo transformar la presencia global en una ventaja competitiva global?” |
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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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La investigación académica en estrategias globales nace durante 1980, incluye los trabajos de Michael Porter, Christopher Bartlett y Sumantra Ghoshal. Entre los factores que perseveraron para definir la competencia globalizada están los sistemas económicos y el cambio tecnológico, especialmente en las tecnologías de información, las que facilitaron y coordinaron las estrategias de las empresas multinacionales a escala global. |
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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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Una estrategia global puede ser apropiada para industrias que enfrentan las presiones para reducir costos, pero con poca presión en la maquinaria interna. Por lo tanto, permite a estas industrias vender productos estandarizados a nivel global. Sin embargo, los costos indirectos (capital y equipo) son substanciales. Aun así, estas industrias son capaces de tomar ventaja de las economías de escala y experimentar con los efectos de las curvas, porque les permite producir productos estandarizados en masa que pueden ser exportados (generando una demanda mayor a los costos involucrados). |
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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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La estrategia global requiere que las empresas coordinen sus estrategias en precio y producto hacia localidades y mercados internacionales, generando que las empresas que buscan implementar una estrategia global sean altamente centralizadas. |
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==References== |
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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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==External links== |
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*[http://www.quickmba.com/strategy/global/ Global Strategic Management], QuickMBA |
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*[http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)2042-5805 Global Strategy Journal] |
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[[Category:Business economics]] |
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[[Category:Global business organization]] |
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{{globalization-stub}} |
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[[es:Estrategia global]] |
[[es:Estrategia global]] |
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{{uncat|date=April 2015}} |
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Revision as of 00:04, 25 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.