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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.
Contemporary research in strategic management, with an emphasis on
conceptual tools and skills created by scholars and practitioners
in the field are evident throughout "Strategic Management, 9e".
Pearce and Robinson have retained high level of academic
credibility and market-leading emphasis on strategic practice with
this edition. This text continues to have strong support from
longtime adopters and growing support in schools with a desire to
provide straightforward treatment of strategic management with a
practical, systematic approach. The 9th edition will once again
include numerous "Business Week" short cases and a wide assortment
of traditional, longer strategic management cases. Pearce and
Robinson continue to use a unique pedagogical model they created to
provide logic and structure to its treatment of strategic
management, which in turn makes the material more easily organized
by the instructor and learned by the student.
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