Global Business Strategy looks at the opportunities and risks associated with staking out a global competitive presence and introduces the fundamentals of global strategic thinking. The authors demonstrate how a company should change and adapt its domestic business model to achieve a competitive advantage as it expands globally. Our framework includes a company's business model, the strategic decisions a company needs to make as it globalizes its operations, and globalization strategies for creating a competitive advantage. A business model has four principal dimensions: market participation, the value proposition, the supply chain infrastructure, and its management model.

Organizational success crucially depends on having a superior strategy and effectively implementing it. Companies that outperform their rivals typically have a better grasp of what customers value, who their competitors are, and how they can create an enduring competitive advantage. Successful strategies re flect a solid grasp of relevant forces in the external and competitive environment, a clear strategic intent, and a deep understanding of a company's core competencies and assets. Generic strategies rarely propel a firm to a leadership position. Knowing where to go and finding carefully considered, creative ways of getting there are the hallmarks of successful strategy.

This book is a primer on corporate governance for large, publicly held companies in the United States --the system that defines the distribution of rights and responsibilities among different participants in a corporation, such as the board, managers, shareholders, and other stakeholders, and spells out the rules and procedures for making decisions on corporate affairs. As with any complex system, corporate governance functions best when all of its constituent elements work in harmony, when each performs its assigned role, with the right incentives, properly aligned interests and the right tools for the job. The turbulent history of corporate governance in recent years is testimony that this has not always been the case. The American system of corporate governance has been confronted with significant challenges in the last twenty-five years. Many of these challenges can be traced to the rapid, often unpredictable changes that have occurred in the global competitive environment which have fundamentally changed - domestically as well as abroad - the opportunities and risks American companies face every day. Others have their roots in broader societal shifts such as changes in attitude towards the value and role of free markets, a growing recognition of the importance of environmental concerns and a clamor for greater transparency and accountability in public as well as private organizations. At the same time, the corporate governance landscape itself continues to evolve.Shareholding has become concentrated through institutional intermediaries who exercise their fiduciary duties with a process of shareholder communications, resolutions and director elections. The composition of boards of directors continues to evolve as they pursue more independence, greater diversity, and stronger global representation. Newly adopted executive compensation reforms are focused on better aligning the interests and incentives of corporate management with those of long-term shareholders. Some of these changes have occurred organically, many more have been the result of outside forces, including landmark federal legislation, new state rules and codes, and interpretive judicial decisions. The bottom line is that the entire corporate governance process has been under evaluation. This is both healthy and essential for the future of our economy. It signals a widely shared belief - by corporate directors, shareholders, the markets generally and the regulatory community - that corporate governance matters. The importance of this recognition can hardly be overstated. As a wave of corporate scandals in the late nineties and the recent global financial crisis remind us, the efficacy of corporate decision making and our regulatory systems directly affect our well-being. Sound corporate governance not only pays by producing value for all stakeholders of the firm but also, even more importantly, it is the right thing to do--for investors, other stakeholders, and society at large. In other words, sound corporate governance is not just good business; it is also a moral imperative. A good number of the books written on corporate governance focus on legal issues - the rights and obligations of the various stakeholders under Federal and State laws - or take the perspective of individual or institutional external shareholders. This book is positioned differently; it approaches corporate governance from an executive perspective and is designed to help the reader become a more effective participant in the corporate governance system--as an executive dealing with a board, as a director, or as a representative of a company's other numerous stakeholders. The first looks at corporate governance from a macro perspective. It begins with a description of the various components of the U.S. corporate governance system and a brief survey of its history. It then asks the fundamental question 'Who owns the corporation?' to frame a discussion of different schools of thought about a corporation's responsibilities to its shareholders and society at large. Next, we focus on the legal framework that defines a board's basic responsibilities and obligations and look at current trends regarding board size, composition and structure. As part of this discussion we briefly review a number of major governance reforms adopted in recent years such as the Sarbanes-Oxley Act of 2002, the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, and recent SEC rule changes. The second part of the book focuses on the workings of the board itself and its principal challenges: CEO selection and succession planning, the board's responsibilities in the areas of oversight, compliance and risk management, the board's role in strategy development, the issue of CEO performance appraisal and executive compensation, a board's challenges in dealing with external pressures, unexpected events and crises, and finally, a board's most difficult challenge--managing itself.

The globalization of the competitive landscape has forced companies to fundamentally rethink their strategies. Whereas once only a few industries such as oil could be labeled truly global, today many-from pharmaceuticals to aircraft to computers-have become global in scale and scope. As a consequence, creating a global competitive advantage has become a key strategic issue for many companies. Crafting a global strategy requires making decisions about which strategy elements can and should be globalized and to what extent. Key questions for analysis include: What markets and/or regions should a company compete in and why?; To what degree can and should products and services be standardized?; Is it advantageous to adopt a more or less uniform market positioning worldwide?; What value-added activities should it keep in-house, outsource, or relocate for competitive advantage?; How can competitive responses be most effectively coordinated on a global basis?

This practical guide leads you through all the issues you will face in developing new marketing opportunities in foreign markets. From initiating a project, to sampling and analyzing data, to taking advantage of your knowledge by approaching the market; this book is your guide to understanding and overcoming the most pressing issues that international marketers face. This book is a guide to understanding how to develop new marketing opportunities abroad; one of the most demanding yet rewarding economic activities. It is a comprehensive, yet easily understood, treatment of the research issues that you face when contemplating foreign market entry. It takes you from the initial step of initiating an international research project all the way through sampling and analyzing data and making your first moves.