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Developing a Globally Aligned and Locally Relevant D&I StrategyHuman Capital Media
Implementing a diversity and inclusion strategy that’s aligned at both an organizational and local level can be a daunting task. While this issue is challenging for all geographically dispersed organizations, it can be exponentially difficult for global companies. Hear how Flowserve Corp. designed and implemented an agile diversity strategy that is relevant both for the company at large and at its local offices around the globe.
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McDonald's has succeeded in becoming both a global and local company through its "glocal" strategy. It has expanded globally but also adapts to local preferences and regulations in each market. McDonald's maintains global standards and operations while localizing products, prices, and marketing to satisfy local habits and laws. This balanced approach has allowed McDonald's to grow its business worldwide while still meeting local expectations in different cultures.
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1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
The document discusses the impact of globalization and the importance of developing a global vision for marketing. It covers 6 learning outcomes: 1) the importance of global marketing, 2) the impact of multinational firms, 3) the external environment facing global marketers, 4) ways for firms to enter global markets, 5) elements of a global marketing mix, and 6) the impact of the internet on global marketing.
Developing a Globally Aligned and Locally Relevant D&I StrategyHuman Capital Media
Implementing a diversity and inclusion strategy that’s aligned at both an organizational and local level can be a daunting task. While this issue is challenging for all geographically dispersed organizations, it can be exponentially difficult for global companies. Hear how Flowserve Corp. designed and implemented an agile diversity strategy that is relevant both for the company at large and at its local offices around the globe.
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• The benefits and challenges of a broadly aligned and locally relevant D&I strategy.
• How to operationalize a broadly aligned and locally relevant D&I strategy and plan.
• How to achieve broad-based employee inclusion and engagement.
Speaker: Bobby Griffin, Global Director of Diversity and Inclusion, Flowserve Corporation
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
McDonald's has succeeded in becoming both a global and local company through its "glocal" strategy. It has expanded globally but also adapts to local preferences and regulations in each market. McDonald's maintains global standards and operations while localizing products, prices, and marketing to satisfy local habits and laws. This balanced approach has allowed McDonald's to grow its business worldwide while still meeting local expectations in different cultures.
Glocalization refers to developing and distributing products or services globally but tailoring them to local markets by accommodating local laws, customs, or consumer preferences. Companies like Yahoo practice glocalization by offering localized versions of their websites in over 25 countries with localized content and languages. Many public and private companies use glocalization to build customer bases and increase revenues by adapting products to local tastes, as seen in examples of foods, drinks, and retail chains customized for specific international markets.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
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The document discusses global strategy for international expansion. It outlines factors like the PESTEL framework that influence business across geographies. The strategic choices are about standardizing vs customizing products, prioritizing markets, and choosing locations. The "Three A's" framework discusses adapting, aggregating, and arbitrating opportunities globally. Companies must decide whether to own activities through in-house operations or partner locally. The journey model outlines identifying opportunities, analyzing feasibility, and formulating strategies using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation and customer focus are key to global success. Balance, strategic fit, and timing are important principles for international growth.
The document discusses global strategy for international expansion. It outlines factors like political, economic, social, technological, ecological and legislative differences across geographies that influence business. The strategic choices are about standardizing vs customizing products, prioritizing markets, and locating activities based on volatility. The three A's of global strategy are adaptation, aggregation, and arbitrage. Companies must decide whether to own activities in foreign markets or partner locally. The journey model involves identifying opportunities, analyzing feasibility, and formulating the strategy using core competencies. Emerging markets require exploiting product and resource markets while filling institutional voids. Innovation with customer focus leads to global success. Balance, deciding where to compete/collaborate, decentralized execution, and
This chapter discusses global strategy and competing around the world. It defines key terms like globalization, multinational enterprises, and foreign direct investment. It explains why companies compete abroad and evaluates the advantages and disadvantages. It also describes the four main strategies that multinational enterprises can pursue when competing globally: international strategy, localization strategy, global standardization strategy, and transnational strategy. Finally, it discusses why certain industries tend to be more competitive in specific countries and the relationship between location within industry clusters and competitive advantage.
Internationalisation is about companies expanding beyond their home country in various ways to achieve goals of global efficiency, multinational flexibility, and worldwide learning. Companies pursue one of four strategies - global, multidomestic, transnational, or international. A transnational strategy aims to balance standardization and customization by having multidimensional perspectives, distributed interdependent capabilities, and flexible integrative processes. It pursues both global efficiency and local responsiveness through some centralized and some decentralized functions.
The document discusses strategies for entering the global market, including licensing, joint ventures, and direct investment. Licensing involves contracting with another company to use intellectual property in exchange for royalties. It has lower costs but also less control. Joint ventures share ownership of a new entity between partners to enter a single country, allowing risk and reward sharing but requiring strong coordination. Direct investment involves fully or partially owning foreign operations through methods like acquisitions or equity stakes. The best strategy depends on a company's vision, risk tolerance, and capital available.
The document discusses strategies for global expansion, including adapting products to local markets, standardizing products across markets, and taking advantage of differences between markets. It outlines factors like political, technological, economic, social, and legal conditions that vary globally. The "three A's" framework is presented: adaptation, aggregation, and arbitrage. The document also discusses when to use local partnerships versus owning activities, and a model for identifying opportunities in emerging markets. It emphasizes the importance of customer focus and cultural fit for global success.
The document discusses strategies for global expansion, including adapting products to local markets, standardizing products across markets, and taking advantage of differences between markets. It outlines factors like political, technological, economic, social, and legal conditions that vary globally. The "three A's" framework is presented: adaptation, aggregation, and arbitrage. The document also discusses when to use local partnerships versus owning activities, and a model for identifying opportunities in emerging markets. It emphasizes the importance of customer focus and cultural fit for global success.
The presentation unpacks the key concepts covered by local content policies in the mining sector. It highlights in particular the key characteristics of local content policies and the link between LCPs and the international trade and investment frameworks.
This document summarizes key concepts from Chapter 8 of the textbook "Strategic Management: Concepts and Cases 9e" regarding international strategy. It discusses 1) motives for international strategies, 2) benefits, 3) factors determining national advantage, 4) corporate-level strategies, 5) entry modes, 6) outcomes of diversification, and 7) risks. The chapter covers traditional vs emerging motives for internationalization and how firms formulate strategies to enter foreign markets while managing political and economic risks.
The document discusses the various activities and considerations involved in international marketing, including assessing foreign markets, developing standardized or adapted product strategies, pricing policies, promotion strategies dealing with issues like language and cultural differences, distribution channel options, and transportation logistics. It also examines factors that influence whether companies should standardize or adapt their branding and products for different international markets.
The document provides information on midterm exam results and questions for two classes. It summarizes the average scores on Midterm #2 for Class 01 as 38/60 and Class 02 as 40/60. It then provides details on question #48 and reviews concepts related to brand extension, top valuable brands, product line extension versus trading up/down, and supply chain extension. Finally, it provides reminders about the online forum closing and upcoming due dates for projects and evaluations.
RDEs are becoming major competitors due to lower labor costs and raw materials. 80% of the world's population lives in emerging markets like China, India, and Brazil. Hundreds of millions now form a middle class market. To compete globally, companies need strategies to meet needs in both low and high growth markets using new competitive models as power shifts east and RDEs rise.
The document discusses various considerations for extending marketing internationally, including deciding whether to enter global markets, which specific markets to target, and how to enter those markets through options like exporting, licensing, joint ventures, or direct investment. It also covers adapting the marketing mix of product, price, promotion, and place for different cultural and economic environments in international markets.
The document outlines the objectives, topics, and structure for an international business management course, including essays, group presentations, exam preparation, and a discussion of key terms like organizational architecture and strategy as they relate to firms expanding internationally. It provides presentation guidelines, sample exam questions, and a case study on IBM's changing global strategies over time from a multi-domestic approach to a globally integrated enterprise model.
This document discusses various tools and frameworks for analyzing international markets and selecting countries for business, including:
1. The Market Potential Index (MPI) which indexes countries on dimensions like market size and growth to compare market potential.
2. The Global Competitive Index (GCI) which assesses countries on factors that determine productivity and prosperity.
3. The Foreign Direct Investment Confidence Index (FDICI) and Global Political Risk Index (GPRI) which measure economic and political stability.
4. Country segmentation methods like income levels, demographic factors, and market attractiveness are also presented to identify target segments.
5. Frameworks like the BCG matrix and market attractiveness/company strength
This document provides an overview and roadmap of key concepts for competing in foreign markets. It discusses why companies expand internationally, differences between countries that companies must consider, and different strategies for entering foreign markets such as exporting, licensing, franchising, multi-country strategies, and global strategies. The document also covers how to gain competitive advantages in foreign markets through efficiently locating production facilities and transferring capabilities between countries.
1. Globalization and International BusinessBhatt83
This document provides an overview of key concepts related to international business and globalization. It discusses what globalization and international business are, including the different formats that international business can take. It also outlines several key drivers of globalization, including technological, political, market, cost, and competitive drivers. Several frameworks for international management orientations are introduced, including the EPRG framework. Common reasons for why companies engage in international business are presented. The document concludes by discussing some of the main differences between international business and domestic business.
The document summarizes key concepts from Chapter 7 on international strategy, including:
1) The importance of international expansion as a diversification strategy and understanding sources of national advantage.
2) The motivations and risks associated with international expansion, including increasing market scope and reducing costs.
3) The two opposing forces of cost reduction and adaptation to local markets that firms face internationally.
4) The advantages and limitations of global, multidomestic, and transnational strategies, and the four basic entry strategies of exporting, licensing, strategic alliances, and wholly owned subsidiaries.
competition in Global Industries : a conceptual frameworkneha singh
This document discusses Michael Porter's framework for international competition in global industries. It begins by introducing the growing importance of international competition and advantages of multinational corporations. It then examines two patterns of international competition: multidomestic industries, where competition is independent across countries, and global industries, where competitive position is affected worldwide. The document proceeds to analyze causes of industry globalization and issues regarding configuration and coordination of international activities. Finally, it discusses the historical evolution of international competition and strategic implications when competition shifts from multidomestic to global.
How to avoid the 12 most common roadblocks to successful change implementatio...Daniel Feiman, MBA, CMC
The document outlines Daniel Feiman's presentation on avoiding the 12 most common roadblocks to successful change implementation. The presentation covers a case study of change failures, a change readiness assessment activity, identifying the "dirty dozen" roadblocks, and tools to avoid these roadblocks. The goal is to help organizations successfully implement change initiatives.
The document discusses the cost of not innovating for businesses. It notes that failure to innovate can lead to a business being overtaken by more innovative competitors and becoming obsolete. It provides examples of companies like Yell, Borders, and Blockbuster that failed to innovate and were disrupted. Additionally, it finds that of the Fortune 500 companies in 1955, only 13% remained on the 2011 list, meaning 87% failed due to issues like not innovating.
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“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”