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|a 658.18
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|a Motohashi, Kazuyuki.
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|a Global Business Strategy :
|b Multinational Corporations Venturing into Emerging Markets.
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| 250 |
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|a 1st ed.
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|a Tokyo :
|b Springer Japan,
|c 2015.
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|c ©2015.
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| 300 |
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|a 1 online resource (265 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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| 490 |
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|a Springer Texts in Business and Economics Series
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|a Intro -- Preface -- Contents -- List of Figures -- List of Tables -- About the Author -- 1: Introduction: Needs for New Global Strategies -- 1.1 Is the World Flat? -- 1.2 Global Strategies for Emerging Countries -- 1.3 Perspective of Global Business Strategies -- 1.3.1 Directions of Global Strategies -- 1.3.2 Products and Services for "Good-Enough" Product Markets -- 1.3.3 Strengthening Cost Competitiveness -- 1.3.4 Creating Strong Business Models That Discourage Catch Up -- 1.3.5 Need for Strategies to Respond to Local Needs -- 1.3.6 Management Strategies Integrated at the Global Level -- 1.4 Structure of This Book -- References -- Part I: Global Business Strategy -- 2: Management Strategies for Global Businesses -- 2.1 Introduction -- 2.2 Concepts of Corporate Management Strategy Theory -- 2.2.1 Scope of Management Strategy -- 2.2.2 The Three Cs and SWOT Analysis in Management Strategy -- 2.2.3 Global Strategies and Differences in Internal and External Business Environments -- 2.2.4 Is China a Market or a Factory? -- 2.2.5 Value Chains and Global Strategy -- 2.3 Relationship Between Headquarters and Local Entities -- 2.4 Summary -- References -- 3: Changes in the Global Economic Environment -- 3.1 Introduction -- 3.2 Long-Term Economic Growth by Country -- 3.3 The Global Economic Forecast for 2030 -- 3.4 Competitiveness Rankings: IMD's World Competitiveness Yearbook -- 3.5 Summary -- References -- 4: Comparison of Economic Institutions in China and India -- 4.1 Introduction -- 4.2 Comparative Institutional Analysis of China and India -- 4.2.1 Overview -- 4.2.2 China: State-Led Strategic Foreign Investment Policies -- 4.2.3 India: The Steady Progress of a Democratic State -- 4.2.4 Comparison of Political Systems -- 4.2.5 Comparison of Economic Systems -- 4.3 Global Strategy Implications.
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|a 4.3.1 Institutional Voids -- 4.3.2 Importance of Informal Institutions -- References -- 5: New Business Model as Response to Competition from Emerging Economies -- 5.1 Emergence of Threats Associated with Rise of Emerging Economies -- 5.2 Moving from a "Product-Centric" to a "Customer Value" Model -- 5.3 Product Architecture and Technological Catch-Up -- 5.4 Business Models That Are Difficult to Be Imitated -- 5.5 Infrastructure Exporting as a Systems Integration Business -- 5.6 Conclusion -- References -- 6: India's Neemrana Industrial Park for Japanese Firms -- 6.1 Introduction -- 6.2 Background of Neemrana Industrial Park -- 6.3 DMIC: Delhi Mumbai Industrial Corridor -- 6.4 India's Industrial Infrastructure -- 6.5 Companies Operating at Neemrana Industrial Park -- 6.6 The Smart Factory Concept at Neemrana Industrial Park -- 6.7 Significance of This Case Study and Suggested Questions -- Part II: Fundamentals of Strategic Planning -- 7: Alliance-Based Global Strategy -- 7.1 Introduction -- 7.2 Wholly Owned Subsidiary or Joint Venture with Local Companies -- 7.3 Alliance Forms and Management Methods -- 7.4 Governments as Alliance Partners in PPP Infrastructure Businesses -- 7.5 Conclusion -- References -- 8: Hitachi Construction Machinery: Becoming a Wholly Owned Chinese Entity -- 8.1 Introduction -- 8.2 Hitachi Construction Machinery (China) Co., Ltd -- 8.2.1 Background -- 8.2.2 Creation of a Joint Venture -- 8.2.3 Dissolution of the Joint Venture and the Move to a Wholly Owned Subsidiary -- 8.2.4 Post-joint Venture Management -- 8.2.5 China's Business Environment and Its Risks -- 8.3 Global and Chinese Construction Machinery Markets -- 8.4 A Company with Balanced "Hardware," "Software," and "Regions" -- 8.5 Importance of This Case Study and Suggested Questions -- Reference.
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|a 9: Marketing Theory in Global Business Context -- 9.1 Global Strategy and Marketing in Emerging Countries -- 9.2 Steps in Marketing Strategy -- 9.3 Marketing, Planning, and Execution: The 4Ps -- 9.4 Market Analysis Examples: China and India -- 9.5 Is the Premium Market a Volume Zone? -- 9.6 The Bottom of the Pyramid Business -- 9.7 Conclusion -- References -- 10: Shiseido Marketing in China -- 10.1 Introduction -- 10.2 Corporate Timeline and Overview -- 10.3 Shiseido's Global Business -- 10.4 China's Cosmetics Market and Shiseido's China Expansion -- 10.5 Marketing Strategy in China -- 10.6 Competition with Western Brands -- 10.7 Significance of This Case Study and Suggested Questions -- References -- 11: International R& -- D Management -- 11.1 Introduction -- 11.2 Foreign R& -- D Activities of Japanese Companies -- 11.3 R& -- D Internationalization Theory -- 11.3.1 Merits and Demerits of Foreign R& -- D Centers -- 11.3.2 Activities of Foreign R& -- D Centers -- 11.3.3 Selecting a Destination Country -- 11.4 Reverse Innovation -- 11.5 Conclusion -- References -- 12: Multinationals' R& -- D in China and India -- 12.1 Introduction -- 12.2 China -- 12.2.1 Overview -- 12.2.2 R& -- D Objectives and Regional Diversity -- 12.2.3 Differences Due to the Nationalities of Foreign Firm -- 12.3 India -- 12.3.1 Overview -- 12.3.2 Market-Driven R& -- D in Maruti Suzuki -- 12.3.3 Reverse Innovation at GE Healthcare -- 12.3.4 Organizational Management of Local R& -- D Centers -- 12.4 Conclusion -- References -- 13: Thailand's National Science and Technology Development Agency and Japanese Firms -- 13.1 Introduction -- 13.2 Thailand as a Business Destination -- 13.3 Thailand's Science and Technology Policy and a NSTSDA Overview -- 13.4 NSTDA and R& -- D Activities of Japanese Firms in Thailand.
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|a 13.4.1 Shiseido Thailand -- 13.4.2 Polyplastics Technical Solution Center -- 13.5 Thailand's R& -- D Environment from the Perspective of Foreign Firms -- 13.6 Main Themes of This Case Study and Points for Consideration -- References -- 14: Suzuki Motor's Expansion in India -- 14.1 Introduction -- 14.2 Suzuki Motors Corporation and Its Overseas Business -- 14.3 Suzuki's Business in India -- 14.4 Supply Chain Creation and Local Development Infrastructure -- 14.5 India's Automotive Industry: Huge Opportunities and Increasing Competition -- 14.5.1 Hyundai Motor India (HMI) Limited -- 14.5.2 Tata Motors -- 14.5.3 Mahindra & -- Mahindra -- 14.5.4 Toyota Kirlroskar Motors -- 14.5.5 Honda Siel -- 14.6 Significance of This Case Study and Suggested Questions -- References -- 15: Strategy Integration at the Global Level -- 15.1 Main Points of This Text and Remaining Topics -- 15.2 Knowledge Management in Global Corporations -- 15.3 Diversity in Overseas Entities -- 15.4 Organizational Structure Within Global Corporations -- 15.5 Conclusion -- References -- Index.
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|a Description based on publisher supplied metadata and other sources.
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| 590 |
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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| 655 |
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|a Electronic books.
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| 776 |
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|i Print version:
|a Motohashi, Kazuyuki
|t Global Business Strategy
|d Tokyo : Springer Japan,c2015
|z 9784431554677
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| 797 |
2 |
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|a ProQuest (Firm)
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| 830 |
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|a Springer Texts in Business and Economics Series
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| 856 |
4 |
0 |
|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6314336
|z Click to View
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