Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

A.T. Kearney Competing in an Age of Multi-Localism

244 views

Published on

his Council Perspective, “Competing in an Age of Multi-Localism,” identifies five new pressures that are giving rise to the age of multi-localism, characterized by the preference for local communities, industries, products, cultures, and customs. As a result, the dominant global business strategy is transitioning from globalization to localization. Global survey data show that the majority of companies are already making strategy changes and that most are shifting toward or considering a localization strategy. However, companies need to go further to become locally integrated enterprises. This requires recalibrating their global footprint and developing sensory perception in all markets in which they operate.

Published in: Business
  • Be the first to comment

A.T. Kearney Competing in an Age of Multi-Localism

  1. 1. Council Perspective Competing in an Age of Multi-Localism Read full report
  2. 2. Competing in an Age of Multi-Localism The dominant business strategy since the 1990s— globally integrated value chains and selling mass-market products—is no longer viable for many companies. Read full report
  3. 3. Competing in an Age of Multi-Localism Read full report Diverse and growing pressures have given rise to the age of multi-localism.
  4. 4. Competing in an Age of Multi-Localism Read full report The age of multi-localism is characterized by the preference for local communities, industries, products, cultures, and customs.
  5. 5. Competing in an Age of Multi-Localism Read full report Multi-localism is a result of populism and protectionism, modern industrial policies, and new technologies.
  6. 6. Competing in an Age of Multi-Localism Read full report Consumer preferences for local products and an expanding emphasis on the social license to operate also fuel multi-localism.
  7. 7. Competing in an Age of Multi-Localism Read full report Companies are now pursuing localization— decentralizing their management, operations, products, or marketing to local markets.
  8. 8. Competing in an Age of Multi-Localism Read full report Companies need to go further to become locally integrated enterprises, implementing two strategies to develop a local identity in all their markets.
  9. 9. Competing in an Age of Multi-Localism Read full report 1. Recalibrate the global footprint by reassessing key markets and realigning the value chain.
  10. 10. Competing in an Age of Multi-Localism Read full report 2.Develop sensory perception— being aware of local conditions and how companies can shape them. Sight. Keep your eyes on the horizon Smell. Follow your nose (trust your instincts) Sound. Listen to and engage with all stakeholders Taste. Monitor shifting consumer tastes and preferences Touch. Keep a finger on the pulse of technological changes
  11. 11. A.T. Kearney is a leading global management consulting firm with offices in 40 countries. Since 1926, we have been trusted advisors to the world’s foremost organizations. A.T. Kearney is a partner-owned firm, committed to helping clients achieve immediate impact and growing advantage on their most mission-critical issues. For more information, visit www.atkearney.com. Read full report Talk to our experts For more information about Competing in an Age of Multi-Localism, please visit:

×