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Global strategy in service industries
PLANNING IN SPECIFIC COMPANIES AND SITUATIONS--G LOBALIZATION
BONVILLIAN,G. and NOWLIN, W. A. Cultural awareness: an essential element of doing business abroad Business Horizons 37 (6), 44-50 (Nov-Dec 1994} Understanding cultural differences is absolutely essential in doing business overseas. Training alone will not solve the problem; other factors such as location are important. The most critical factor is the individual who will need to be aware of a range of differences including language and communication, aesthetics, time orientation, religion, personal space, and intercultural socialization. Once the understanding is present, the probability of achieving success is increased. ABRAMSON,N. R. and AI, J. X. Taking the slow boat to China? Business Quarterly 59 (2), 29-37 (Winter 1994) China is now one of the most dynamic and rapidly expanding markets in the world. The keys to success in the marketplace are effective relationships with the Chinese and a willingness to invest in China. If possible, local Chinese should be hired as managers and employees. Joint ventures as investment vehicles usually work well. The rewards can be spectacular; one of the most important is a level of loyalty and commitment rarely experienced in other parts of the world.
GILLESPIE,R. T. E., MCGARRY,D. MACLAREN,R., WRIGHT,R. W., SAWCHUK,A. R., MCKENNA, F., GILLIES, J., FIRTH, S. and SCHOLFIELD,P. Report card on globalization Business Quarterly 59 (2), 75-118 (Winter 1994) The Report Card consists of a series of articles on companies' and governments' experiences ofglobalization. GE Canada has become leaner and more focused. Xerox 'reengineered' itself and adopted a form of Matrix management. There is an environmental shift in Japan with influence moving from the bureaucrats to the politicians. Du Pont Canada took happily to forming alliances and breaking down trade barriers. The government of New Brunswick has created a business climate which is attracting companies. The Federal government is asked to encourage exports and develop a new trade strategy. GE Hydro used its solid domestic base to spring into global markets. Current Awareness
OHMAE, K. Putting global logic first
Harvard Business Review 73 (1), 119-125 (Jan-Feb 1995) Economics, not politics, defines the landscape on which all else must operate. Nation states are hostages to the past; they are comfortable with the invisible hand of the market only when they can regulate it. Nation states are eroding as economic actors and region-states are taking their place. Political leaders need to ask--and answer--whether the moves can result in better lives for their people. That means acknowledging and understanding the unique value of region-states. SARATHY,R. Global strategy in service industries Long Range Planning 27 (6), 115-124 (December 1994) Services take a large and rapidly growing share of the global economy. International competitiveness of service firms is determined by country specific factors and company specific advantages. Examples of the former include capital, labour and skills levels, infrastructure, competitive and market demand conditions. The latter examples would comprise technology, management, size and reputation. Certainly key concepts hold true in designing global strategies, for example. Customers need to be segmented. Key factors which must not be overlooked are government regulation, the competitive environment, and the influence of protectionism. Management issues, as well as cost issues play important roles in the strategy to be adopted. The challenge is to achieve global growth without loss of a central and unifying strategy.
GARNSEY,E. and WILKINSON,M. Global alliance in high technology--a trap for the unwary Long Range Planning 27 (6), 137-146 (December 1994) Flexible specialization alliances among a number of supplier and customer firms can provide an alternate to vertical integration within individual firms. The situation faced by Anamartic seemed one in which a business alliance network would be a compromise between a hierarchical solution and forming narrow market relationships. The first decision faced by the founders of Anamartic was how to embody their technology in a product. Financing proved to be the first
BONVILLIAN,G. and NOWLIN, W. A. Cultural awareness: an essential element of doing business abroad Business Horizons 37 (6), 44-50 (Nov-Dec 1994} Understanding cultural differences is absolutely essential in doing business overseas. Training alone will not solve the problem; other factors such as location are important. The most critical factor is the individual who will need to be aware of a range of differences including language and communication, aesthetics, time orientation, religion, personal space, and intercultural socialization. Once the understanding is present, the probability of achieving success is increased. ABRAMSON,N. R. and AI, J. X. Taking the slow boat to China? Business Quarterly 59 (2), 29-37 (Winter 1994) China is now one of the most dynamic and rapidly expanding markets in the world. The keys to success in the marketplace are effective relationships with the Chinese and a willingness to invest in China. If possible, local Chinese should be hired as managers and employees. Joint ventures as investment vehicles usually work well. The rewards can be spectacular; one of the most important is a level of loyalty and commitment rarely experienced in other parts of the world.
GILLESPIE,R. T. E., MCGARRY,D. MACLAREN,R., WRIGHT,R. W., SAWCHUK,A. R., MCKENNA, F., GILLIES, J., FIRTH, S. and SCHOLFIELD,P. Report card on globalization Business Quarterly 59 (2), 75-118 (Winter 1994) The Report Card consists of a series of articles on companies' and governments' experiences ofglobalization. GE Canada has become leaner and more focused. Xerox 'reengineered' itself and adopted a form of Matrix management. There is an environmental shift in Japan with influence moving from the bureaucrats to the politicians. Du Pont Canada took happily to forming alliances and breaking down trade barriers. The government of New Brunswick has created a business climate which is attracting companies. The Federal government is asked to encourage exports and develop a new trade strategy. GE Hydro used its solid domestic base to spring into global markets. Current Awareness
OHMAE, K. Putting global logic first
Harvard Business Review 73 (1), 119-125 (Jan-Feb 1995) Economics, not politics, defines the landscape on which all else must operate. Nation states are hostages to the past; they are comfortable with the invisible hand of the market only when they can regulate it. Nation states are eroding as economic actors and region-states are taking their place. Political leaders need to ask--and answer--whether the moves can result in better lives for their people. That means acknowledging and understanding the unique value of region-states. SARATHY,R. Global strategy in service industries Long Range Planning 27 (6), 115-124 (December 1994) Services take a large and rapidly growing share of the global economy. International competitiveness of service firms is determined by country specific factors and company specific advantages. Examples of the former include capital, labour and skills levels, infrastructure, competitive and market demand conditions. The latter examples would comprise technology, management, size and reputation. Certainly key concepts hold true in designing global strategies, for example. Customers need to be segmented. Key factors which must not be overlooked are government regulation, the competitive environment, and the influence of protectionism. Management issues, as well as cost issues play important roles in the strategy to be adopted. The challenge is to achieve global growth without loss of a central and unifying strategy.
GARNSEY,E. and WILKINSON,M. Global alliance in high technology--a trap for the unwary Long Range Planning 27 (6), 137-146 (December 1994) Flexible specialization alliances among a number of supplier and customer firms can provide an alternate to vertical integration within individual firms. The situation faced by Anamartic seemed one in which a business alliance network would be a compromise between a hierarchical solution and forming narrow market relationships. The first decision faced by the founders of Anamartic was how to embody their technology in a product. Financing proved to be the first