International Strategy: Context, Concepts and Implications
Designed around the course at Harvard Business School, Collis' new text takes the firm which operates across borders as a unit of analysis and the senior manager in a multinational as the typical decision-maker.
Illustrated with examples from companies of all sizes from around the globe, this text provides students with the means to navigate their way through the decisions they will face and formulate an effective business strategy. This is a much-needed guide to the common strategic issues that arise when firms compete internationally.
The course provides background to the study of international competition and explains why we need a separate course on international strategy. The emphasis is on the differences that are introduced into strategic decision-making when we shift from the purely domestic to an international arena..
The three key differences between domestic and international competition are:
- The heterogeneity of markets in which companies are involved
- The volatility of economic conditions that firms face
- The increased scale of activities that is fostered by global participation
Together these phenomena create tensions and tradeoffs along dour key dimensions: which product to offer around the world, which countries in which to compete, where to locate various activities, and how to organise the firm worldwide..
CHAPTER 1 MOTIVATION : WHAT’S DIFFERENT ABOUT 6.
CHAPTER 2 THE GLOBALISATION CONTEXT: THE DRIVERS,.
EXTENT, AND EVOLUTION OF GLOBALISATION,.
AND THE DEBATE OVER ITS IMPLICATIONS.
CHAPTER 3 GENERIC INTERNATIONAL STRATEGIES 43.
CHAPTER 4 WHICH PRODUCT? 68.
CHAPTER 5 WHAT COUNTRIES? 74.
CHAPTER 6 WHERE LOCATE? 81.
CHAPTER 7 HOW ORGANISE? 89.
CHAPTER 8 IS THERE ONE BEST STRATEGY? 96.