The Borderless World: Power and Strategy in the Interlinked Economy |
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Page 30
... success . Some top - of - the - line tastes and pref- erences have become common across the Triad , but in most ... successful , they would create a mini - UN of clonelike subsidiar- ies repatriating profits to the parent company , which ...
... success . Some top - of - the - line tastes and pref- erences have become common across the Triad , but in most ... successful , they would create a mini - UN of clonelike subsidiar- ies repatriating profits to the parent company , which ...
Page 103
... success depends on staying close to customers , my experi- ence - without exception - has been that successful companies spend time in conversation , in close touch , with what is going on in the marketplace . Unsuccessful companies run ...
... success depends on staying close to customers , my experi- ence - without exception - has been that successful companies spend time in conversation , in close touch , with what is going on in the marketplace . Unsuccessful companies run ...
Page 120
... success in today's global environment . Peter L. Bonfield , chairman and managing director of International ... successful al- liances . In Japan there are a lot of " group companies " known as keiretsu , where an equity stake of , say ...
... success in today's global environment . Peter L. Bonfield , chairman and managing director of International ... successful al- liances . In Japan there are a lot of " group companies " known as keiretsu , where an equity stake of , say ...
Contents
An InsideOut View of Macroeconomics | 1 |
The Equidistant Manager | 17 |
Getting Back to Strategy | 32 |
Copyright | |
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7-Eleven activities Akio Morita alliances American companies asked assets become better billion borderless world brand Brazil build bureaucrats business system camera capital CEOs choices company's compete competitors consumers corporations countries create culture currency customers dollar domestic effect effort environment equity Europe European example exchange rates export fact fixed costs flow focus foreign Fujitsu global companies Gucci headquarters Hitachi Hong Kong important industry interest interlinked economy investment Japa Japan Japanese Japanese companies joint venture keep Kenichi Ohmae kind look managers manufacturing McKinsey & Company means ment move multinational national borders numbers Ohmae operations organization overseas partners percent piano problem protectionism real estate sales force segments sell share soil South Korea statistics strategy success Taiwan things tion Tokyo trade Triad trying United worry Yamaha