Global Vision: Building New Models for the Corporation of the Future
As all forward-looking executives know, the global marketplace offers incredible opportunities for growth and profit. But wanting to become a global company and actually getting there are not the same thing! Now comes a landmark book that offers a proven strategic blueprint for turning any company into a global enterprise. Based on a five-year IBM/KPMG Peat Marwick worldwide study of companies that are striving towards a global vision, this is the only book that shows how to tailor a global approach to your company. Because the study shows that not all companies go global in the same way, Global Vision begins with a chapter that shows how to assess precisely where and how your company is positioned in the international marketplace as a global exporter (typically a Japanese approach), as a multinational (typically an American approach) and as a multilocal (typically a European approach). Once the book has helped you select the globalization path that's best suited to your present starting position, it then pinpoints six strategic steps that must be taken in the first five years of globalization create a clear global vision, target the customer, get an accurate reading of what customers need and marshal the resources to achieve it, move from isolation to partnership, nurture global employees and use information technology to keep capability high and costs low. Packed with examples of companies in every stage of globalization, the book demonstrates potential pitfalls to be avoided, and also includes success stories to be emulated. Complete with implementation charts, action checklists, and other "hands-on" tools for managers, Global Vision gives you all the guidance you need to make yourcompany a successful player on the international stage.
What people are saying - Write a review
We haven't found any reviews in the usual places.
How Is Your Company Positioned Today? Three
Approaches to International Business
Benchmarking Your Companys Global Progress
12 other sections not shown
ability achieve activities advantage alliances Apple Computer approach basis become global British Airways build business processes capability Caroline Daniels communications company's global competitive coordination cost create cross-functional culture customer's data base decision develop global dynamic economies of scale employees environment Europe European executive Federal Express flexible focus functional global business global company global corporation global customers global exporter global I.T. architecture global processes global strategic initiatives global systems global vision global/local Harvard Business School implementation individual industry information technology integrated investment Japanese knowledge leverage locations London Business School major manufacturing mass customization ment Michael Spindler microtechnology mindset models multilocal multinational ness Nolan operations organization organizational pany pany's problems products and services programs relationships requirements responsibility Rosenbluth senior management shared Shoshana Zuboff suppliers tion tomers understand worldwide