The Strategy of Differences

Globalization: The Strategy of Differences |Published: |November 10, 2003 | |Author: |Pankaj Ghemawat | Executive compendium: Should your global strategy optimize scale or lick differences? HBS professor Pankaj Ghemawat suggests a mix-and-match strategy in this excerpt from Harvard business Review. Top of Form [pic][pic] Bottom of Form Easy Print View E-mail To A Friend Share Article o tote up to Del.ici.ous o Digg this Article o Add to Facebook o Add to Reddit o Seed Newsvine o Technorati Favorite o Stumble It! o Twitter o LinkedIn E-mail the Editor Ten years ago, globalization calculateed unstoppable. Today, the picture looks very different. Even Coca-Cola, widely seen as a standard-bearer of global business, has had its doubts about an idea it at a time took for granted. It was a atomic number 6 CEO, the late Roberto Goizueta, who declared in 1996: The labels international and domestic…no longer apply.

His globalization program, often summarized under the tagline think global, pretend global, had included an unprecedented amount of standardization. By the time he passed away in 1997, Coca-Cola derived 67 per centum of its revenues and 77 percent of its profits from outside North America. But Goizuetas strategy in brief ran into trouble, due in large part to the Asian gold crisis. By the end of 1999, when Douglas Daft took the reins, earnings had slumped, and Cokes conduct had lost nearly one-third of its peak market esteemâ€"a loss of about $70 billion. Dafts resultant was an aggressive shift in the opposite direction. On winning over, he avowed, The world in which we operate has substituted dramatically, and we must change to succeed.…No one drinks globally. Local people express athirst(p) and…buy a locally made Coke. Unfortunately, local didnt seem to be any better a description of Cokes market space than global. On March 7, 2002, the... If you want to get a full essay, order it on our website: Ordercustompaper.com

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