Glocalizing web

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Disciplined
Execution
Speed & Certainty
Increased
Shareholder Value
Working Together
Lasting Positive
Change
Going Glocal
The Multi-Latins/Internationals:
Winning by Going Glocal

 Berlin wall comes down: 1989
 European Union: 1993
 NAFTA: 1994
 WTO: 1995. Replaces GATT, and is created by Uruguay Round (1986-1994)
 Pacific Alliance: 2011
Historical Context
Sea Change in Freedoms

3
 Winning Strategy definition: an integrated set of
informed choices designed to achieve competitive
advantage and superior financial returns (Porter)
 Informed choices on countries, customers, competitors,
distribution channels, logistics
 Winning Execution: Disciplined execution for processes,
KPIs, and people

- The practice of conducting business according to
both local and global considerations.
- Adaptation of a product or service specifically to
each locality or culture in which it is sold.

5
GLOCALIZATION
MARKETING CULTURE IDENTITY LANGUAGE POLITICS

Convergence
Fusion
marketing,
culture,
ethnicity,
language, and
politics
Talent
choosing and
managing
glocal talent:
EQ IQ and CQ
Global
management,
processes,
KPIs, uniform
customer
experience and
quality
Local
management,
culture,
ethnicity,
language,
politics

 Paris, France
 Opened in 1992
 Initial rough years
 Efforts to improve attendance and spend
per visitor included serving alcoholic
beverages with meals inside the Euro
Disneyland park (against the standard American
policy)
 Opened in Chile in 1990.
 Expanded outside Santiago in 1995
 Started operating as franchise
in 1997
 To attract the Chilean consumer, needed to
revisit the menu and
add avocado
”

 Ambition: The leadership team of every good company has a great ambition
for the company – usually one that addresses an unmet customer need.
 Customer: Every good company begins by meeting a customer need.
 Focus: Good companies stay focused on what they know and can do well.
 Execution: Satisfying a customer requires relentless attention to execution.
Building a company’s capability to deliver makes the difference between
turning a great idea into a business or failure.
 Inspiration and Alignment: Smart companies engage all of their associates in
building the business, from idea creation though delivery. Ideas don’t just
come tops-down; they also come bottoms-up and from every other direction.
Everyone in the company feels that they own a piece of the action and are
accountable for how the company performs.

6 TIPS
 Test, Test, Test! and don’t feel confident about entering a
new market overseas until your research looks watertight
 Baby steps: if you have doubts, enter markets closer to
home than overseas
 Concentrate on key markets and smaller returns while
building a sustainable base
 Choose local trading partners carefully for specific skill-sets:
market experience and cultural nuances
 Adopt simplified supply chain approaches
 Adopt simple marketing methods

 “A mediocre strategy well executed is better than
a great strategy poorly executed” (Jamie Dimon)
 “A good plan violently executed now is better than
a perfect plan executed next week” (Patton)
 “The Sergeants won the war in Europe” (Patton)
 Napoleon/Russia invasion: Clausewitz: “Amateurs
worry about strategy, professionals, about
logistics, and execution”

EXECUTION IS
PARAMOUNT

Focus is on ensuring that solid processes and systems
are supported by consistently good behaviour
Alignment, training and coaching – “People Solutions”
Behaviors
(Skills)
Co-Venture
(Ownership)
Systems
(Information)
Process
(Work)
Integration of all three areas is required
to optimize and perpetuate full benefits

ACHIEVING
ALIGNMENT
 C-suite led with clear message of purpose
 Video testimonials by pilot sites
 Weekly C-suite unit calls
 Monthly tracking of results
 Ensure sustainability: people education and coaching

Glocalizing web

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