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Global Business Strategy - Kazuyuki Motohashi

Year 2015


1. Introduction: Needs for New Global Strategies1.1 Is the World Flat?1.2 Global Strategies for Emerging Countries1.3 Perspective of Global Business Strategies1.3.1 Directions of Global Strategies1.3.2 Products and Services for “Good-Enough” Product Markets1.3.3 Strengthening Cost Competitiveness1.3.4 Creating Strong Business Models That Discourage Catch Up1.3.5 Need for Strategies to Respond to Local Needs1.3.6 Management Strategies Integrated at the Global Level1.4 Structure of This BookReferencesPart I Global Business Strategy2. Management Strategies for Global Businesses2.1 Introduction2.2 Concepts of Corporate Management Strategy Theory2.2.1 Scope of Management Strategy2.2.2 The Three Cs and SWOT Analysis in Management Strategy2.2.3 Global Strategies and Differences in Internal and External Business Environments2.2.4 Is China a Market or a Factory?2.2.5 Value Chains and Global Strategy2.3 Relation ship Between Headquarters and Local Entities2.4 SummaryReferences3. Changes in the Global Economic Environment3.1 Introduction3.2 Long-Term Economic Growth by Country3.3 The Global Economic Forecast for 20303.4 Competitiveness Rankings: IMD's World Competitiveness Yearbook3.5 SummaryReferences4. Comparison of Economic Institutions in China and India4.1 Introduction4.2 Comparative Institutional Analysis of China and India4.2.1 Overview4.2.2 China: State-Led Strategic Foreign Investment Policies4.2.3 India: The Steady Progress of a Democratic State4.2.4 Comparison of Political Systems4.2.5 Comparison of Economic Systems4.3 Global Strategy Implications4.3.1 Institutional Voids4.3.2 Importance of Informal InstitutionsReferences5. New Business Model as Response to Competition from Emerging Economies5.1 Emergence of Threats Associated with Rise of Emerging Economies5.2 Moving from a “Product-Centric” to a“Customer Value” Model5.3 Product Architecture and Technological Catch-Up5.4 Business Models That Are Difficult to Be Imitated5.5 Infrastructure Exporting as a Systems Integration Business5.6 ConclusionReferences6. India's Neemrana Industrial Park for Japanese Firms6.1 Introduction6.2 Background of Neemrana Industrial Park6.3 DMIC: Delhi Mumbai Industrial Corridor6.4 India's Industrial Infrastructure6.5 Companies Operating at Neemrana Industrial ParkBackground and Status of Expansion in NeemranaFactory OperationsRisk Factors in Indian Industrial Parks and Expansion into the Indian Market6.6 The Smart Factory Concept at Neemrana Industrial Park6.7 Significance of This Case Study and Suggested QuestionsPart II Fundamentals of Strategic Planning7. Alliance-Based Global Strategy 7.1 Introduction7.2 Wholly Owned Subsidiary or Joint Venture with Local Companies7.3 Alliance Forms and Management Methods7.4 Governments as Alliance Partners in PPP Infrastructure Businesses7.5 ConclusionReferences8. Hitachi Construction Machinery: Becoming a Wholly Owned Chinese Entity8.1 Introduction8.2 Hitachi Construction Machinery (China) Co., Ltd8.2.1 Background8.2.2 Creation of a Joint Venture8.2.3 Dissolution of the Joint Venture and the Move to a Wholly Owned Subsidiary8.2.4 Post-joint Venture Management8.2.5 China's Business Environment and Its Risks8.3 Global and Chinese Construction Machinery Markets8.4. A Company with Balanced“Hardware,”“Software,” and“Regions”8.5 Importance of This Case Study and Suggested QuestionsReference9. Marketing Theory in Global Business Context9.1 Global Strategy and Marketing in Emerging Countries9.2. Steps in Marketing Strategy9.3 Marketing, Planning, and Execution: The 4Ps9.4 Market Analysis Examples: China and India9.5 Is the Premium Market a Volume Zone?9.6 The Bottom of the Pyramid Business9.7 ConclusionReferences10. Shiseido Marketing in China 10.1 Introduction10.2 Corporate Timeline and Overview10.3 Shiseido's Global Business10.4 China's Cosmetics Market and Shiseido's China Expansion10.5 Marketing Strategy in China10.6 Competition with Western Brands10.7 Significance of This Case Study and Suggested QuestionsReferences11. International R&D Management 11.1 Introduction11.2 Foreign R&D Activities of Japanese Companies11.3 R&D Internationalization Theory11.3.1 Merits and Demerits of Foreign R&D Centers11.3.2 Activities of Foreign R&D Centers11.3.3 Selecting a Destination Country11.4 Reverse Innovation11.5 ConclusionReferences12. Multinationals' R&D in China and India 12.1 Introduction12.2 China12.2.1 Overview12.2.2 R&D Objectives and Regional Diversity12.2.3 Differen ces Due to the Nationalities of Foreign Firm12.3 India12.3.1 Overview12.3.2 Market-Driven R&D in Maruti Suzuki12.3.3 Reverse Innovation at GE Healthcare12.3.4 Organizational Management of Local R&D Centers12.4 ConclusionReferences13. Thailand's National Science and Technology Development Agency and Japanese Firms13.1 Introduction13.2 Thailand as a Business Destination13.3 Thailand's Science and Technology Policy and a NSTSDA Overview13.4 NSTDA and R&D Activities of Japanese Firms in Thailand13.4.1 Shiseido Thailand13.4.2 Polyplastics Technical Solution Center13.5 Thailand's R&D Environment from the Perspective of Foreign Firms13.6 Main Themes of This Case Study and Points for ConsiderationReferences14. Suzuki Motor's Expansion in India 14.1 Introduction14.2 Suzuki Motors Corporation and Its Overseas Business14.3 Suzuki's Business in India14.4 Supply Chain Creation and Local Development Infrastructure14.5 India's Automotive Industry: Huge Opportunities and Increasing Competition14.5.1 Hyundai Motor India (HMI) Limited14.5.2 Tata Motors14.5.3 Mahindra & Mahindra14.5.4 Toyota Kirlroskar Motors14.5.5 Honda Siel14.6 Significance of This Case Study and Suggested QuestionsReferences15. Strategy Integration at the Global Level 15.1 Main Points of This Text and Remaining Topics15.2 Knowledge Management in Global Corporations15.3 Diversity in Overseas Entities15.4 Organizational Structure Within Global Corporations15.5 ConclusionReferences
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