5. Table 5.1 Examples of Multidomestic to Fully Global Industries Photographic and optical goods Aircraft Railroad Electrical industrial machinery Shipbuilding Metal and woodworking machinery Radio and telecommunications equipment Agricultural machinery Resins and plastics Office and computing machinery Watches Furniture Fertilizers and pesticides Specialized industrial machinery Motorcycles Structural metal products Industrial chemicals Engines and turbines Automobiles Cutlery and hand tool Fully Global Integrated Global Simple Global Multidomestic
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29. Extent of Global Presence High Low Strategy Worldwide Integration Multilocal Shape Coca-Cola Acer Experiment IPTN Unimarc Trading Doc Martens Adapt Nestl é Unilever Hansons PLC Ticketmaster Fiat Opportunistic Global Presence and Strategy Combine
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Editor's Notes
TEACHING OBJECTIVES: describe perspectives on strategy; provide historical background on strategic management; examine tools in use by organizational strategists We study many firms in global industries to observe businesses cross all kinds of borders– national and internal — to create or participate in global industries. Banking, electronics, hotels, insurance, soap, telecommunications, tobacco to name a few. And look at which firms are leaders in these industries: Where once industry leaders were primarily U . S . firms — or at least they were so far as we knew — now we see that names we don't recognize like St. Gobain, Fleming, Bertelsmann, and Groupe des Caisses, Cemex, Nomura also are global leaders in industries that produce revenues numbering in the billions. Smaller industries also are global, e.g., the 2.5 billion stereo speaker industry; the 9.2 billion hair weave industry; the $92.9b women’s apparel industry; the gummi candy industry, and more. In the Pacific Northwest of the U . S . alone, we have a $2 billion dollar french fry industry! Many industries now are global, and with freer trade, more industries will go global in the coming years. As industries go global, they illustrate (next slide)
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