The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. We define crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 1, "Competing in a Global World," assesses how global the world economy has become and what implications that has for companies.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 2, "The Globalization of Companies and Industries," looks at globalization at the industry level. It asks the following questions: What is a global industry? What are the driving forces behind the globalization of industries? and What explains the dominance of particular countries or regions in global industries?
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence, and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 3, "Generic Strategies for Global Value Creation," looks at generic strategies for creating a global competitive advantage, ranging from adaptation to aggregation to arbitrage.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 4, "Global Strategy as Business Model Change," introduces the concept of a business model to define global strategy formulation as changing or adapting a company's core (domestic) business model to achieve a competitive advantage as it globalizes its operations or presence.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 5, "Target Markets and Modes of Entry," looks at decisions regarding which foreign markets to enter and why, when, and how to enter them. Topics include measuring market attractiveness; the use of partnerships and alliances; and the issue of timing market entry.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 6, "Globalizing the Value Proposition," discusses the globalization of the company's core offerings and introduces the concept of a value proposition globalization matrix to guide strategic thinking.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 7, "Global Branding," topics include global branding vs. global positioning; determinants of global brand structures; formulating a global brand strategy; and managing key strategic brands.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 8, "Globalizing the Value Chain Infrastructure," looks at the globalization of the value-chain infrastructure, from research and development, to product development, to manufacturing, to distribution, to after-sale service.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. Chapter 9, "Global Supply-Chain Management," covers topics including supply-chain agility and resiliency; making supply chains adaptable; and creating supply-chain alignment.
The book Fundamentals of Global Strategy was written by Cornelis A. DeKluyver, Dean of the Lundquist College of Business at the University of Oregon, and published by Business Expert Press. This book examines the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The author defines crafting a global strategy in terms of change: how a company should change and adapt its core (domestic) business model to achieve a competitive advantage as it expands globally. The conceptual framework behind this definition has three fundamental building blocks: a company's core business model, the various strategic decisions a company needs to make as it globalizes its operations, and a range of globalization strategies for creating a global competitive advantage. Numerous mini-cases illuminate key themes. In the book's final chapter -- Chapter 10, "Globalizing the Management Model" - the author returns to a broader strategic and general-management perspective, addressing topics such as pitfalls in globalizing a management model; the importance of a global mindset; and realigning and restructuring for global competitive advantage.
In 2007, the Women's Tennis Association (WTA) was facing a saturated market for women's tennis and identified the emerging middle-class in Asia as a growth area. The chief operating officer (COO) of the WTA was faced with a dilemma: He had to decide the new location of the Asian regional office of the WTA and present his recommendation at both the next board meeting and the WTA Global Advisory Council. The COO's presentation had to include the rationale for the chosen location and a strategy to increase the sport's popularity in the Asian market. With several cities to choose from, the COO had to weigh the pros and cons of each to present the most logical choice.
MindTree is a mid-sized Indian IT services company known for its knowledge management practices, its collaborative communities, and its strong culture and values. The CEO has set a goal of becoming a $1 billion company by 2014; to reach that goal, employees must create several new businesses. The head of knowledge management must decide how his function should change in order to become more supportive of innovation and new business development.
This case introduces the Statement of Cash Flows by way of a general explanation of the purpose and format of the statement, followed by an assignment involving the analysis of three very different companies' statements of cash flows. The latter should stimulate significant in-class discussions and learning opportunities. Although all 3 statements are IFRS-compliant, the examples include both the direct and indirect methods.
The case explores a new venture to bring clean water to Tanzanians who otherwise cannot access or afford it. Management has enough money to get their company through August 2010, but needs more capital. An HBS alum is interested in investing in the company; consequently management needs to revisit their early assumptions, decide on the incentive structure for water vendors in Tanzania, and put together a pro-forma income statement, cashflow statement, and balance sheet in anticipation of their meeting with the potential investor.
Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company.
Explores the challenges of female entrepreneurship in Afghanistan through the case of Kemeli Sediqi, who built a business under the Taliban, and founded a consultancy in 2004. The case positions Sediqi's experiences against the background of Afghanistan's turbulent history, with a focus on the contested role of women in Afghani society.
Cathy Hoffmann has rapidly grown her novel facilities for day care therapy for elders with mild cognitive and physical problems. But she needs to decide whether to franchise or own the next expansion.
The fourth case in the Cosmeticos de Espana case series. What should management's accounting response b to the imposition of foreign currency controls?