Global Business Strategy : Multinational Corporations Venturing into Emerging Markets.
| Main Author: | |
|---|---|
| Format: | eBook |
| Language: | English |
| Published: |
Tokyo :
Springer Japan,
2015.
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| Edition: | 1st ed. |
| Series: | Springer Texts in Business and Economics Series
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| Subjects: | |
| Online Access: | Click to View |
Table of Contents:
- 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.
- 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.
- 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.
- 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.