{"product_id":"2940012189769","title":"Fundamentals of Global Strategy: A Business Model Approach","description":"This book looks at the opportunities and risks associated with staking out\u003cbr\u003ea global competitive presence and introduces the fundamentals of global\u003cbr\u003estrategic thinking. We define crafting a global strategy in terms of change:\u003cbr\u003ehow a company should change and adapt its core (domestic) business\u003cbr\u003emodel to achieve a competitive advantage as it expands globally. The conceptual\u003cbr\u003eframework behind this definition has three fundamental building\u003cbr\u003eblocks: a company’s core business model, the various strategic decisions a\u003cbr\u003ecompany needs to make as it globalizes its operations, and a range of globalization\u003cbr\u003estrategies for creating a global competitive advantage.\u003cbr\u003eA business model is defined in terms of four principal components: (a)\u003cbr\u003emarket participation—who its customers are, how it reaches them and\u003cbr\u003erelates to them; (b) the value proposition—what a company offers its customers;\u003cbr\u003e(c) the supply chain infrastructure—with what resources, activities\u003cbr\u003eand partners it creates its offerings; and finally, (d) its management\u003cbr\u003emodel—how it organizes and coordinates its operations.\u003cbr\u003eGlobalization requires a company to make strategic decisions about\u003cbr\u003eeach component of the business model. Market participation decisions\u003cbr\u003einclude choosing which specific markets or segments to serve, domestically\u003cbr\u003eor abroad; what methods of distribution to use to reach target customers;\u003cbr\u003eand how to promote and advertise the value proposition. Globalization\u003cbr\u003edecisions about the value proposition touch the full range of tangible and\u003cbr\u003eintangible benefits a company provides to its customers (stakeholders).\u003cbr\u003eDecisions about a company’s value chain infrastructure deal with such\u003cbr\u003equestions as, What key internal resources and capabilities has the company\u003cbr\u003ecreated to support the chosen value proposition and target markets?\u003cbr\u003eWhat partner network has it assembled to support the business model?\u003cbr\u003eHow are these activities organized into an overall, coherent value creation\u003cbr\u003eand delivery model? Finally, strategic decisions about the global management\u003cbr\u003edimension are concerned with a company’s choices about a suitable\u003cbr\u003eglobal organizational structure and decision-making process.\u003cbr\u003eWe use Pankaj Ghemawat’s well-known “AAA Triangle” framework to\u003cbr\u003edefine three generic approaches to global value creation. Adaptation strategies\u003cbr\u003eseek to increase revenues and market share by tailoring one or more\u003cbr\u003ecomponents of a company’s business model to suit local requirements or\u003cbr\u003epreferences. Aggregation strategies focus on achieving economies of scale\u003cbr\u003eor scope by creating regional or global efficiencies; they typically involve\u003cbr\u003estandardizing a significant portion of the value proposition and grouping\u003cbr\u003etogether development and production processes. Arbitrage is about exploiting\u003cbr\u003eeconomic or other differences between national or regional markets,\u003cbr\u003eusually by locating separate parts of the supply chain in different places.","brand":"Business Expert Press","offers":[{"title":"Default Title","offer_id":47147353145584,"sku":"2940012189769","price":19.95,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0737\/7593\/9824\/files\/2940012189769_p0.jpg?v=1763553281","url":"https:\/\/shop-qa.barnesandnoble.com\/products\/2940012189769","provider":"Barnes \u0026 Noble (DEV)","version":"1.0","type":"link"}