【正文】 a king who knows his own wishes. Trouble increasingly stalks panies that lack clarified global focus and remain inattentive to the economics of simplicity and standardization. The most endangered panies in the rapidly evolving world tend to be those that dominate rather small domestic markets with high valueadded products for which there are smaller markets elsewhere. With transportation costs proportionately low, distant petitors will enter the now sheltered markets of those panies with goods produced more cheaply under scaleefficient conditions. Global petition spells the end of domestic territoriality, no matter how diminutive the territory may be. When the global producer offers his lower costs internationally, his patronage expands exponentially. He not only reaches into distant markets, but also attracts customers who previously held to local preferences and now capitulate to the attractions of lower strategy of standardization not only responds to worldwide homogenized markets but also expands those markets with aggressive low pricing. The new technological juggernaut taps an ancient motivation to make one39。s preference structure is relentlessly homogenized. Consider the cases of CocaCola and PepsiCola, which are globally standardized products sold everywhere and weled by everyone. Both successfully cross multitudes of national, regional and ethnic taste buds trained to a variety of deeply ingrained local preferences of taste, flavor, consistency,effervescence and aftertaste. Everywhere both sell well. Cigarettes,too, especially Americanmade, yearly make global inroads on territories previously held in the firm grip of other, mostly local, blends. These are not exceptional examples. (Indeed, their global reachwould be even greater were it not for artificial trade barriers.) They exemplify a general drift toward the homogenization of the world and how panies distribute, finance and price products. ^ Nothing is exempt. The products and methods of the industrialized world play a single tune for all the world, and all the world eagerly dances to it. Ancient differences in national tastes or modes of doing business disappear. The monality of preference leads inescapably to the standardization of products, manufacturing, and the institutions of trade and merce. Small nationbased markets transmogrify and expand. Success in world petition turns on efficiency in production, distribution, marketing and management, and inevitably bees focused on price. The most effective world petitors incorporate superior quality and reliability into their cost structures. They sell in all national markets the same kind of products sold at home or in their largest export market. They pete on the basis of appropriate value ! the best binations of price, quality, reliability and delivery for products that are globally identical with respect to design, function and even fashion. That, and little else, explains the surging success of Japanese panies dealing worldwide in a vast variety of products both tangible products like steel, cars, motorcycles, hifi equipment, farm machinery, robots, microprocessors, carbon fibers, and now even textiles, and intangibles like banking, shipping, general contracting, and soon puter software. Nor are highquality and lowcost operations inpatible, as a host of consulting organizations and data engineers argue with vigorous vacuity. The reported data are inplete, wrongly analyzed and contradictory. The truth is that lowcost operations are the hallmark of corporate cultures that require and produce quality in all that they do. High quality and low costs are not opposing postures. They are patible, twin identities of superior practice. To say that Japan39。 it sells the same things in the same way everywhere. Global vs. multinational Which strategy is better is not a matter of opinion but of munications carry everywhere the constant drumbeat of modern possibilities to lighten and enhance work, raise living standards, divert and entertain. The same countries that ask the world to recognize and respect the individuality of their cultures insist on the wholesale transfer to them of modern goods, services and technologies. Modernity is not just a wish but also a widespread practice among those who cling, with unyielding passion or religious fervor, to ancient attitudes and heritages. Who can forget the televised scenes during the 1979 Iranian uprisings of young men in fashionable Frenchcut trousers and silky hody shirts thirsting with raised modern weapons for blood in the name of Islamic fundamentalism? In Brazil, thousands swarm daily from preindustrial Bahian darkness into exploding coastal cities, there quickly to install television sets in crowded corrugated huts and, next to battered Volkswagens, make sacrificial offerings of fruit and freshkilled chickens to Macumban spirits by candlelight. During Biafra39。胡佛還支付每個大陸國家關(guān)稅職責(zé)。工廠的投資相當(dāng)大，需要滿足其他優(yōu)惠。增量單位定制，以滿足僅僅是少數(shù)國家偏好的可變成本為：主場迎戰(zhàn)搪瓷不銹鋼桶， 。它需要出售更多自動化 機(jī)器 。 事實上，糟糕的執(zhí)行往往是一個重要原因。這是一個很有時間和精力的事。并有抗無線電和電視干擾（“污染”的鄰國之間的歐洲國家）。然而，可口可樂公司高級副總裁薩姆阿尤布說：“阿拉伯人更使一方面和經(jīng)濟(jì)現(xiàn)實上的差距，文化和宗教目的的鑒別能力比一般假設(shè)。除以色列外，所有受伊斯蘭教。 我不主張地方或國家差異系統(tǒng)性漠視。最小的定制和狹隘的產(chǎn)品線廣度遠(yuǎn)遠(yuǎn)低于制造商將有更多的定制和更廣泛的線條這些費用。 我不否認(rèn)這些可能性的力量。 經(jīng)濟(jì)的范圍 反對全球化的一個論點說，靈活的工廠自動化，使大量植物改變產(chǎn)品尺寸和產(chǎn)品功能快速生產(chǎn)過程中沒有停止。中國食品，皮塔餅，鄉(xiāng)村和西部音樂，比薩餅和爵士樂無處不在?！保┤绻患夜緦⑵湟暈橐粋€或兩個不同的產(chǎn)品市場，它可以成為世界上經(jīng)濟(jì)較比如果它視為三，四是世界，或五個產(chǎn)品市場。 所有現(xiàn)代化的生產(chǎn)，無論有形或無形的商品 是標(biāo)準(zhǔn)化項目大規(guī)模生產(chǎn)一般無情的事實是在一個比小規(guī)模生產(chǎn)量廣泛便宜。經(jīng)驗告訴這些錢有三個特質(zhì)：稀缺，收購和短暫的困難。它知道一個偉大的事情所有的國家和人民共同的特點：稀缺的。它知道絕對需要在全