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2025-03-24 08:24本頁面
【正文】 any national blinders and consider world markets and world resource locations and now simply the markets or resources of a particular country in isolation. A global strategy aims at maximizing results on a multinational basis rather than treating international activities as a portfolio of separate country business. The basic reasons for having a global strategy are that most product and factor markets extend beyond the boundaries of a single country and the petition that ultimately determines performance is not constrained to individual locations and country markets. To remain petitive, or to bee petitive, the strategy horizon for most firms must, therefore, enpass threats and opportunities of both domestic and foreign origin. If its domestic petitors extend their horizons to include a broader scale base, the firm could find itself unable to maintain the same pace of research or product development given its smaller scales base. Even where domestic petition is not moving rapidly to other markets, foreign firms may be developing strategies that pose a threat. European and U. S. firms in a number of industries were largely unprepared for the petitive challenge when the Japanese firms broke into their traditional markets xn a significant scale. Automotive firms that had failed to build global coverage in the price segments the Japanese attacked were at an intermediate cost disadvantage. In the motorcycle industry the effects of leaving rapidly growing markets to Japanese petitors were even more dramatic. Many wellknown firms disappeared pletely. Many U. S. firms did not need in the past to think globally at the early stages of a product39。s petitive advantage depends upon capabilities other than advanced product design. In the case of an industrial product such as aluminum ingots, for example, the market characteristics such as product usage patterns, customer attitudes, and target customer groups may be quite similar for many countries, and the best strategy may be to focus on developing a more economical production process to bring a petitive cost advantage. In the market segment approach, the firm identifies segments of national markets that could profitably be given separate treatment across national boundaries. Small market segments in individual countries may be insufficient for any one country unit to justify development of an appropriate product or to make the necessary investment in market development. Worldwide or for a number of countries, however, such a segment may readily justify the expense. In the last analysis, developing a global strategy depends upon the way executives think about doing business around the world. The design and implementation of a global strategy require that managers in both headquarters and subsidiaries follow
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