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Converting Global Presence Into Global Advantage

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Arun Kottolli
Arun Kottolli
Business
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Converting Global Presence into Global Competitive Advantage Arun Kottolli
Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Overview – Gaining advantage ,[object Object],[object Object],[object Object],[object Object]
Case Study - Pepsi ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case Study - Learning ,[object Object],[object Object],Without a disciplined approach, global presence can easily degenerate into a liability that distracts management and wastes resources
Sources of Global Competitive Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Adapt to local markets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Increase Market Share ,[object Object],[object Object],[object Object]
Improved Price Realization ,[object Object],[object Object]
Neutralizing local Competition ,[object Object],[object Object],[object Object]
Challenges in Local Adaptation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Local Adaptation – Self Check ,[object Object],[object Object],[object Object],[object Object]
Exploit economies of global scale ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Challenges in Creating Economies of Scale ,[object Object],[object Object],[object Object]
Challenges in Creating Economies of Scale ,[object Object],[object Object],[object Object],[object Object]
Challenges in Creating Economies of Scale ,[object Object],[object Object],[object Object]
Economies of Scale – Self check ,[object Object],[object Object],[object Object],[object Object],[object Object]
Choosing Location ,[object Object],[object Object],[object Object]
Exploit economies of global scope ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Providing coordinated services ,[object Object],[object Object],[object Object],[object Object]
Increased Market Power ,[object Object],[object Object],[object Object],[object Object]
Challenges to exploiting Economies of Scope ,[object Object],[object Object],[object Object]
Challenges to exploiting Economies of Scope ,[object Object],[object Object],[object Object],[object Object]
Economies of scope – Self Check ,[object Object],[object Object]
Tap optimal locations for activities & resources ,[object Object],[object Object],[object Object]
Choosing Optimal Location ,[object Object],[object Object],[object Object],[object Object],[object Object]
Impact of Location decision ,[object Object],[object Object],[object Object]
Challenges in Choosing Optimal Location ,[object Object],[object Object]
Challenges in Choosing Optimal Location ,[object Object],[object Object],[object Object]
Challenges in Choosing Optimal Location ,[object Object],[object Object],[object Object]
 
Optimal Location – Self Check ,[object Object],[object Object],[object Object]
Maximize knowledge transfer across locations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of Knowledge transfer ,[object Object],[object Object],[object Object]
Challenges to Knowledge transfer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Challenges to Knowledge transfer ,[object Object],[object Object],[object Object]
Knowledge Transfer – Self Check ,[object Object],[object Object],[object Object],[object Object],[object Object]
Creating Global Competitive advantage ,[object Object],[object Object],[object Object]
Designing Optimal architecture ,[object Object],[object Object],[object Object],[object Object],[object Object]
Designing Optimal architecture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing Optimal architecture ,[object Object],[object Object]
The Star Framework Global Coordination Locational Competencies Activity Architecture A A A F B C D B B C C D D A – Best in Industry (Ideal) B - Above Average (good) C – Industry Average (Satisfactory) D – Below average (Poor) F – Worst in Industry (Totally unacceptable)
Building world class competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ensuring smooth coordination ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steps to ensure Coordination ,[object Object],[object Object],[object Object],[object Object],[object Object]
Two Step approach to build Global competitive advantage ,[object Object],[object Object],[object Object],[object Object]
Assessment of Global Competitive advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Optimal Architecture – for each value chain activity Typical Criteria for assessment Basis for Global Advantage
Assessment of Global Competitive advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],World class competencies – By function for each facility. Typical Criteria for assessment Basis for Global Advantage
Assessment of Global Competitive advantage ,[object Object],[object Object],[object Object],[object Object],Frictionless coordination – Between similar activities and between complimentary activities. Typical Criteria for assessment Basis for Global Advantage
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 

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Converting Global Presence Into Global Advantage

  • 1. Converting Global Presence into Global Competitive Advantage Arun Kottolli
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  • 42. The Star Framework Global Coordination Locational Competencies Activity Architecture A A A F B C D B B C C D D A – Best in Industry (Ideal) B - Above Average (good) C – Industry Average (Satisfactory) D – Below average (Poor) F – Worst in Industry (Totally unacceptable)
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